LEGACY BROCHURE FOREWORD

LEADER supports Community Led Local Development and in the Forth Valley and Lomond area there are some great examples of communities and businesses delivering economic, community and environmental projects. IMPROVING THE QUALITY The Forth Valley and Lomond LEADER Local Action Group has identified five themes based on the United Nations (UN) sustainable development goals and applied these to the specific challenges and OF LIFE IN RURAL opportunities we face in Forth Valley and Lomond. This brochure illustrates the projects we have supported over the last five years and shows how some communities and businesses are already: FORTH VALLEY 1. investing is sustainable economic actions; 2. creating resilient and smart communities; 3. fostering partnership working; AND LOMOND 4. addressing inequalities and social inclusion, and; THROUGH REVITALISED 5. preparing climate actions. This is just the tip of the iceberg, there is so much more that can be done. What we show you here, we are sure, will inspire COMMUNITIES AND you and guide your communities thinking while you plan for the uncertainties ahead, and seek to access funds as they become ENHANCED NATURAL available in the future. LEADER Legacy Group, 2020 ENVIRONMENTS Forth Valley and Lomond LEADER Local Action Group

3 Supporting Community Led Local Development £2,169,055 LEADER LEGACY through LEADER INVESTED IN Our experience in Forth Valley and Lomond, is that the strongest, With this current phase of LEADER1 coming to an end, the Forth most resilient, innovative and most effective projects are those that Valley and Lomond LEADER Local Action Group2 (FVL LAG) is have the community at their heart. keen to ensure that the learning and breadth of activity The case studies included here give a better understanding of the supported in the current programme be recorded for the benefit real impact of LEADER and Community Led Local Development. of future programmes and future projects which will continue Confidence, experience, life skills, mental health improvements, 59 to develop in the area. wellbeing, physical activity, friendship, improved income In this last programme, £2,169,055 was invested in 59 projects with opportunities, diversification, survival, access to services and PROJECTS an average award of £36,764, ranging from £3,000 to £250,000. support, are just some of the additional benefits of LEADER LEADER funding levered in a further £4,952,396 into the area projects – the benefits that are often overlooked when we try and through the projects supported, a total of 75 jobs have been to quantify the impact. directly created, and a further 42 safeguarded. 332 enterprises A key part of LEADER is about learning and sharing learning, have participated in LEADER funded projects, 56 community so we asked every project to share some aspect of learning. facilities have been created or improved, 38 projects have focussed This experience will help guide the development of future on the environment, 33 have benefited young people, and 39 have community and locally led projects. benefited disadvantaged groups. UN Sustainable Development Goals and the Future 117 Recent policy work on the future of rural development in Scotland has looked towards the 17 UN Sustainable Development Goals JOBS and FVL LAG has long been struck by how the LEADER method of 1 LEADER is an EU instigated initiative called Liaisons Entre Actions de delivery as well as LEADER objectives overlap with these. We also l’Economie Rurale (Linkages Between Activities in the Rural Economy). believe there is potential to achieve so much more by focusing on LEADER has been jointly funded by the EU Agricultural Fund for Rural these goals. Development and the Scottish Government. The purpose of our legacy work, which includes this brochure, 2 The existence of a Local Action Group is one of the defining features of the a series of videos and workshops, is to look to the future and LEADER programme. It is a locally based group made up of community and help prepare the area to recover from the Covid19 pandemic, public sector members who oversee the development and implementation face an economic life outside of the EU and deal with Climate of the strategy for the area. Change. Undoubtedly there will be other major changes that will impact on rural Scotland over the next ten years but the learning gained during this programme can make a vital contribution to 56 future success. We have structured this brochure around the UN COMMUNITY Scottish Rural Sustainable Development Goals, grouped into our five themes. We Development Programme believe this approach will become even more important as rural FACILITIES Scotland faces the changes ahead.

4 5 CONTENTS CASE STUDIES

Forward ...... 3 CREATING RESILIENT AND INVESTING IN SUSTAINABLE PREPARING CLIMATE FOSTERING PARTNERSHIP SOCIAL INCLUSION AND LEADER Legacy ...... 4 SMART COMMUNITIES ECONOMIC ACTIONS ACTIONS WORKING ADDRESSING INEQUALITIES

01 Arcadia Sculpture Pods ...... 8 13 Achray Farm Ice Cream...... 32 27 Bowling Viaduct 36 Bannockburn House 44 Barrwood Camp-Ground Phase 2 Works ...... 60 Phase 1 ...... 78 Extension Project ...... 94 02 A Refurbishment and 14 Arnprior Glamping 59 PROJECTS Relaunch of Art School ...... 10 Pods and Pool...... 34 28 Foraging Fortnight ...... 62 37 Falls of Leny Visitor 45 Braeport Centre Redevelopment WERE SUPPORTED Destination: Delivering Feasibility Study ...... 96 03 Balquhidder Community 15 Balmaha Pontoon Project...... 36 29 Loch Earn Railway Path ...... 64 the Heritage Hub ...... 80 RESULTING IN Broadband Project ...... 12 46 FVL Cycle Tourism Officer...... 98 Bonniebunks Preparatory Costs Foraging 16 ...... 38 30 38 Local Food and 04 FVL Community Co-operation Project ...... 66 Drink Coordinator ...... 82 47 Gartness Glamping ...... 100 Broadband Officer...... 14 17 Central Scotland School of Jewellery Station Road Link Path, Killin Care Cottages ...... 40 31 39 John Muir Way: Project One 48 05 Crowdfunding Coaches ...... 16 Blanefield...... 68 Phase 1...... 102 18 Dounans Conference, Meeting Marketing and 06 Drymen Community and Events Venue and Outdoor . 32 Promotion of Cycle Tourism Business Engagement ...... 84 49 Killin Music Festival 2016...... 104 Business Hub ...... 18 Centre Renewal...... 42 in Rural Scotland ...... 70 40 John Muir Way: Project Two 50 Eco Camp and Associated 56 Two Creating a Sustainable 07 Kilmarnock Old Kirk 19 Glass Blowing Studio...... 44 33 Tyndrum Community Infrastructure at CASE STUDIES Feasibility Study ...... 20 Cycle Path ...... 72 Income Stream and Loch Katrine ...... 106 20 Fishing around the Forth...... 46 Developing the Brand ...... 86 08 More than a Post Office...... 22 34 Weigh Ahead Business 51 Mugstock Festival ...... 108 21 Fordhead Tea Plantation...... 48 Development ...... 74 41 FVL LEADER 09 Regional Food Hubs...... 24 Legacy Project ...... 88 52 Our Little Outdoor 22 Gartmore Glamping...... 50 Looking to the Future 35 #Wildwonders ...... 76 Classroom ...... 110 10 Smart Digital Village...... 26 42 Maid Of The Loch with the Chair of Tea House 23 Enhancing The Loch 53 The Stomping Ground ...... 112 FVL LAG...... 120 Social Enterprise Hub in Japanese Garden...... 52 11 Lomond Experience ...... 90 Loch Lomond And The 54 Tyndrum Community The LEADER Approach.....121 24 The Japanese Garden Trossachs National Park...... 28 43 West Highland Way: Woodlands Bike Skills at Cowden Castle...... 54 Thank you...... 122 A More Sustainable Future ...... 92 Park Design ...... 114 12 Strathard Business Loch Lomond Coffee Development Officer Post...... 30 25 ...... 56 55 The Arns Glamping Pods ...... 116 Mugdock Courtyard 26 56 Kota Lodges at Development...... 58 Wester Third Farm ...... 118

6 7 Name of Project: PROJECT AIMS PROJECT CREATING RESILIENT AND SMART COMMUNITIES ARCADIA SCULPTURE PODS Arcadia Arts Centre aims to create a centre of ACHIEVEMENTS Applicant: excellence in Environmental Art and a cultural • The project commenced in January legacy for the local area. This will be achieved by: 2020 and the initial stages of R MULHOLLAND LTD • Developing a unique visitor experience within construction progressed well, but the National Park and encouraging tourists to due to extremely wet weather www.robmulholland.org spend more time in the area. we encountered difficulties in • Creating a profitable and sustainable income to preparing the ground site. assist with the development and running costs • We overcame these problems, FUNDER FVL LEADER FUNDER Own Funds of the Centre. but this delayed the programme 01 • Marketing and publicising the Centre and the of works. As weather conditions £25,000 £25,873 unique concept of ‘Living in a Sculpture.’ improved into March we were impacted with the lock-down measures for Covid–19. Arcadia Arts Centre is ideally located close to the West • Considering these factors we have Highland Way, NCN 7 and John Muir Way allowing this managed to progress well, but at business to contribute to the local tourist economy a much slower pace than planned. and encouraging dwell time in the area. The project The Pods are a new and innovative will transform a farm building into an art studio, design and this has made it create a ‘Sculpture Trail’ and provide comfortable difficult to accurately predict all accommodation. Holiday guests and non-residents the materials required. will be able to participate in art workshops or simply connect with nature and the tranquil environment. FVL LEADER funding was allocated to the installation and fit-out of two Sculpture Pods constructed from thoughtfully LESSONS LEARNT selected materials. The development of a website and online booking facility was also funded as it is integral to the project’s • For future projects we would success. Residents will be offered free use of bicycles to engage a quantity surveyor SUSTAINABLE DEVELOPMENT GOALS encourage them to explore and support local attractions and to assist in the planning and shops and appreciate landscape assets of the area. budgeting stages of the project.

CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING The project fits with objectives SE1, NCH 1 and SLA1 of the • We would also plan for a FVL LEADER Local Development Strategy. longer build period.

8 9 Name of Project: REFURBISHMENT AND PROJECT AIMS PROJECT CREATING RESILIENT AND SMART COMMUNITIES RELAUNCH OF ART SCHOOL Art4you Scotland is an established and thriving ACHIEVEMENTS Applicant: business who needed to move from their existing base • The project has achieved due to the end of a lease contract plus the need for its goal to create improved ART4YOU SCOTLAND larger premises. FVL LEADER funding was sought to: facilities and resources • allow a move to new, refurbished and fully equipped and to grow the art school www.art4youscotland.co.uk premises so the business could expand; whilst maintaining long term sustainability. • employ more staff and offer more classes in different mediums; and • The project was completed on time to the expected high FUNDER FVL LEADER FUNDER Creative Scotland FUNDER Private Funds • deliver a marketing plan delivered in conjunction standard and the Opening 02 with a PR agency to promote the business and its £25,000 £20,000 £5,000 Exhibition took place 19th new location. October 2019. • The move of location and An outbuilding was secured at Oakwood Garden Centre creation of the new studio has which was ideally located, had a high footfall of returning achieved the expected added customers and ample car parking. Both parties recognised value of a new dedicated the mutual benefits each other’s customers could bring. high-quality resource not otherwise available locally. Specific refurbishment activities included: This has resulted in an • renovating the building internally to make it fit for purpose as increase of art classes and an art studio; working with new artists. • splitting the space to create two studio spaces and a gallery; and • fitting storage, lighting, sinks, a new kiln and printing press. This would achieve the objectives of increasing studio space to enable art4you Scotland to grow the day and evening-time LESSONS LEARNT market, offer holiday art courses and sell students’ art through the gallery space. Time management, record SUSTAINABLE DEVELOPMENT GOALS The art centre inspires and motivates people to embrace art keeping and regular with a positive impact on people, community, health and fits engagement with all parties

CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING involved were key to achieve with the FVL LEADER Local Development Strategy objectives this outcome. to Strengthen our Rural Economy (SE1, SE2) and Build More Sustainable Communities (SC2, SC3).

10 11 PROJECT AIMS PROJECT CREATING RESILIENT AND SMART COMMUNITIES • To implement and roll-out an ‘Ultrafast’ 1 Gbps ACHIEVEMENTS Fibre broadband connection for residents and • Delivering broadband at speeds of businesses in the Balquhidder Community Area. 1Gbps is transformational to the • To recruit a Project Manager to oversee the recipients’ experience. infrastructure build, community dig and lay of • Those benefiting from the BCB fibre to each property. network now have a world class, • To improve social and economic development upgradable and future proof Name of Project: opportunities, community cohesion and connection. business enterprise in the Balquhidder Area. • To capitalise on the benefits 03BALQUHIDDER delivered, ‘Digital Inclusion’ COMMUNITY sessions have been organised It is widely recognised that rural areas such as to help everyone make the most BROADBAND PROJECT Balquhidder are disadvantaged by a lack of fast of the service with new internet Applicant: broadband services. Currently the Balquidder Area is skills. out with the scope of the current BDUK (Broadband BALQUHIDDER Delivery UK) and DSSB (Digital Scotland Superfast COMMUNITY Broadband) schemes, therefore local residents with their commercial partner Bogons Limited and LESSONS LEARNT BROADBAND CIC supported by Stirling Council and LEADER, have • Delivering a network built solely delivered Ultrafast Fibre broadband for the benefit of www.balquhidder.net with volunteers is not a fast local residents and businesses. process but the community Balquhidder Community Broadband CIC (BCB) applied for engagement involved has FUNDER FVL LEADER funds from FVL LEADER to recruit a Project Officer tasked delivered life-long friendships. with scheduling and management of the works involved £15,000 • The role played by the Project in delivering the project. The Project Officer produced a FUNDER Officer was vital. Stirling Council detailed project plan for the work involved in the delivery £15,000 of the various contracts and scheduled and co-ordinated • The next steps are to upgrade the the efforts of all stakeholders, including contractors, village hall’s facilities to deliver SUSTAINABLE DEVELOPMENT GOALS volunteers and funders. a Community Hub with facilities for a village cinema/theatre, Funding also met the costs of groundworks to install

CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING conference centre, meeting Ultrafast Fibre broadband connections to all properties rooms and a business space. in the Balquhidder area in a phased approach between March 2018 and March 2019.

12 13 PROJECT AIMS PROJECT ACHIEVEMENTS CREATING RESILIENT AND SMART COMMUNITIES • To improve rural broadband • The project is supporting communities provision in the FVL area. across the FVL area to develop a variety of broadband solutions. • To create a role and appoint a Community Broadband Officer to • 5 networks are live with a future 6 at a design support communities to develop or build stage. A further 8 are exploring broadband solutions. alternative solutions. • The programme won the Scottish Government’s Delivering Excellence Award, Name of Project: which recognises projects that adapt to 04FVL COMMUNITY Improving rural broadband was identified as a the challenges and opportunities faced by priority area by the LAG and explicitly written communities. The programme also won the BROADBAND OFFICER into the Local Development Strategy from INCA Gold award for the project that has Applicant: both the perspective of improving a service made the greatest social or economic impact for business and communities, and also in on a rural area. FVL LEADER LOCAL terms of community empowerment. ACTION GROUP To resolve this, the project sought to recruit a Community Broadband Officer who worked with www.fvl.org.uk communities in Brig O’Turk, Kinlochard, Port of Menteith, Carron Valley, Gartocharn and Killearn LESSONS LEARNT to support these communities to develop their own local solution to broadband provision. • Having a Broadband Officer in post has been FUNDER FVL LEADER The Officer established the current broadband game changing in terms of upgrading the £50,399.11 level of service available to each community broadband infrastructure across the area. and provided guidance as to how this could • All good projects lead to other even better FUNDER Stirling Council be improved. The Officer then prepared and projects. implemented workplans of activities including: • Another project has already been developed £50,400 community engagement and knowledge sharing and approved for a “SMART Village” project events about how to address broadband issues, which will enable communities to investigate technical guidance and advice on procurement SUSTAINABLE DEVELOPMENT GOALS how rural services can be improved and fundraising. and made more sustainable through the

CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING deployment of broadband.

14 15 Supporting the local economy and businesses is a key objective of the Local Development Strategy. This project aims to build resilience and capacity

within organisations by equipping them with the CREATING RESILIENT AND SMART COMMUNITIES necessary skills to manage and successfully deliver their own projects and crowdfunding campaigns. The LEADER Co-operation Project is a partnership of 9 LEADER areas who have appointed a contractor to deliver the project on their behalf. This contractor will provide 4.5 crowdfunding coaches to run at least 60 awareness raising and training events, to support approximately 450 project owners to gain skills in Name of Project: running crowdfunding campaigns. Certain project owners will also receive additional ongoing support 05CROWDFUNDING from the coaches. The contractor will also undertake a feasibility study to explore launching a crowdfunding COACHES (LEADER portal for Scotland. CO-OPERATION PROJECT) A steering group was established, with representatives from the 9 LAGs, to oversee the project and ensure a Applicant: varied selection of groups are supported, in terms of FVL LEADER LOCAL geographical spread, organisation type (community/ ACTION GROUP SME businesses), and sector. PROJECT LESSONS LEARNT ACHIEVEMENTS • Crowdfunding campaigns require a lot of planning and the most successful ones require a team effort ideally with www.fvl.org.uk • The project has been going well PROJECT AIMS with all project targets already different volunteers leading on each element. met or passed. • Crowdfunder UK was procured as the delivery partner due • To create a small team of crowdfunding coaches, FUNDER FVL LEADER • So far in the FVL area 74 to their existing set up and knowledge of crowdfunding.  who would raise awareness of crowdfunding as a projects have received support With the head office based in Cornwall this required clear fundraising technique to support groups in rural £44,710 from the FVL Crowdfunder and regular communication with the Scottish coaches areas. (£402,390 across all areas) coach and 29 campaigns have for the best project delivery. However having access to • To run training courses to enable groups to design raised £150,193. excellent materials produced centrally was a bonus and and run their own crowdfunding campaigns. allowed the project to hit the ground running. SUSTAINABLE DEVELOPMENT GOALS • 11 awareness raising or training • To provide additional support to a number of events have been organised in • Running the project across all 9 areas at the same time individual groups. the FVL area which will lead meant a bigger impact right from the start, but also CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING a legacy of skills and training meant each LAG area saw the project running in a slightly • To share best practise and expertise, promote videos on how to crowdfund. different way. crowdfunding and collaboration across 9 rural LEADER areas.

16 17 Name of Project: DRYMEN COMMUNITY PROJECT AIMS PROJECT CREATING RESILIENT AND SMART COMMUNITIES BUSINESS HUB • To create a modern, fully equipped business hub to ACHIEVEMENTS stimulate business growth and development in the Applicant: • The project has developed a West Stirling and Loch Lomond area. fully operational meeting and LORNA ROBB • To encourage existing and new business office spaces, which have been development through improved networking between used for networking, training, www.frasercrobb.co.uk businesses, agencies and organisations. and meeting events. • To launch new recruitment and training services, • The shared office area has designed specifically to fulfil the needs of local rural been used by co-working / hot businesses. desking individuals. 06FUNDER FVL LEADER FUNDER Stirling Council FUNDER Fraser C Robb £25,000 £50,000 £65,00

It was identified that whilst the West Stirlingshire/Loch Lomond area contains many innovative businesses, there LESSONS LEARNT was a lack of suitable and well equipped facilities and services available to them. • Fully understand building The project sought to address this lack of provision by creating standards and building control a new innovative business hub within the premises of an before commencing work. already well-established rural business. The existing business • Carry out full market research and hub initiative would remain separate entities, however before commencing work to they would mutually benefit from the economies of scale the explore and understand all project would bring. LEADER funding was sought to support possibilities. costs of the building works necessary to open the new hub. • To be prepared to change the New facilities included bookable meeting and office spaces project approach / outline at and access to reliable, high speed broadband. A specialist anytime. rural recruitment service and a rural jobs board now operates from the hub, linking to the provision of scheduled • To expect the initial cost specialist training services and bespoke courses. The hub also projections to increase and to be prepared for any SUSTAINABLE DEVELOPMENT GOALS provides a location for business networking opportunities and information sharing events to encourage greater collaboration unexpected costs.

CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING between stakeholders.

18 19 Name of Project: KILMARONOCK OLD KIRK PROJECT AIMS CREATING RESILIENT AND SMART COMMUNITIES FEASIBILITY STUDY The project aim is to investigate the feasibility Applicant: of Kilmaronock Church building becoming a PROJECT KILMARONOCK OLD KIRK community owned multi-use venue. ACHIEVEMENTS TRUST (KOKT) • The Feasibility Study, awarded to Prior to the taking forward the purchase of Kilmaronock Community Enterprise following Old Kirk and carpark, LEADER funding was sought to competitive tendering, enabled partly meet part of the cost of a feasibility study. The comprehensive and informative study reported on the technical aspects of refurbishing community consultation. FUNDER FVL LEADER FUNDER Scottish Land Fund FUNDER KOKT own funds and converting the building as well as the community • The survey of the building was 07 need and business opportunities the project may bring. £9,895 £7675 £3,000 carried out by a specialist who Kilmaronock Old Kirk Trust wanted to ensure a long-term identified and costed immediate, sustainable future for the building, under community short and long term works ownership. The feasibility study scoped out Options required. Designs were also Appraisal including potential business use; a community produced to indicate its potential consultation indicated need and demand; a building survey development for community use gave an evaluation of its condition and initial costings which was very helpful. for the remedial work; costed options for developing the • A comprehensive Business Plan venue, and a fully costed business plan. was also developed for the Trust, including a funding strategy. The placemaking, community empowerment and environmental enhancement aspects of the proposed project align with themes contained in regional and local level strategic documents, including the National Park Partnership Plan 2018-2023, the Forth Valley and Lomond LESSONS LEARNT LEADER (2014-2020) Strategic Objectives and Croftamie Community Action Plan. Having a comprehensive feasibility and business plan has been essential for KOKT to proceed SUSTAINABLE DEVELOPMENT GOALS with the purchase of the building for the community and work is

CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING already proceeding to ensure its successful renovation.

20 21 The specific aims of the project are for KAT to acquire the existing newsagent “News First” as an asset on behalf of the community and: PROJECT ACHIEVEMENTS CREATING RESILIENT AND SMART COMMUNITIES • bring it into good repair and help regenerate • The retention and amalgamation of two and protect the retail centre of Killin; important businesses in the Killin community • let out the premises and in so doing and allowed these to operate as a community generate income for KAT social enterprise. • let the premises to a local social enterprise • It has enabled the community to own an (MacGregor’s) to provide them with security asset through the Community Development of tenure and Trust, which will be looked after and used for • Allow MacGregor’s to operate the newsagent their benefit. Name of Project: and add it to their portfolio of other essential • It has also enabled a paid full time managerial 08MORE THAN A POST community services - post office, grocers, position to be formed that has given local information and advice). employment opportunities. There are also OFFICE The purchase of the newsagent premises volunteering opportunities available and Applicant: and subsequent leasing to MacGregor’s employment opportunities for young people. will ensure the long term sustainability of a KILLIN & ARDEONAIG PROJECT AIMS business and service hub that is accessible to the local community. This project is taking COMMUNITY A joint project between the Killin & Ardeonaig proactive steps to secure these services for LESSONS LEARNT Trust (KAT) and MacGregor’s (a social enterprise DEVELOPMENT TRUST Killin as there is real concern that they would • It’s amazing what can be achieved when company) has been initiated to provide economic be lost if the businesses are not amalgamated security for much needed services within Killin and the community pulls together. www.killincdt.co.uk under one roof in the centre of the village. generate confidence within the community of the The new hub would sell a range of products • Partnership working is something that viability of local services. and local produce, operate the Post Office and should be looked at to take a project FUNDER FVL LEADER provide a variety of services and information. forward as working with another The FVL LEADER grant will contribute funds organisation has its benefits: £17,755 towards new shop fixture and fittings and the - it brings more people to the table to help FUNDER Stirling Council: employment of a shop manager. make the project happen; - it brings in different viewpoints and skills; Your Place, Your Priorities The project will provide KAT with an income that will be ploughed back into the community, - it can help deliver more than if it was just £10,000 SUSTAINABLE DEVELOPMENT GOALS for example through matched funding for one organisation carrying out the project. FUNDER MacGregor’s Market KAT projects, Project Manager’s salary or • To bring a project like this to fruition will CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING £5,000 community grants to local groups. probably take more effort than expected at the outset. FUNDER KAT Crowdfunding £2,755 22 23 Name of Project: PROJECT AIMS PROJECT ACHIEVEMENTS CREATING RESILIENT AND SMART COMMUNITIES REGIONAL FOOD HUBS • To build more resilient communities, and • Enabled the launch of NeighbourFood Applicant: improve local food systems in 4 areas of Balfron and Neighbourfood Killin, as Scotland by supporting organisations to well as NeighbourFoods Blairgowrie FORTH ENVIRONMENT LINK launch online local food buying platforms. & Rattray, Megginchd, Peebles and • To increase economic growth for food and Falkland. www.forthenvironmentlink.org drink producers at a local level and to increase • Convened with organisations to plan employability within host organisations. the remaining markets. • To increase availability and access to local and • Organised online networking events www.neighbourfood.co.uk/balfron seasonal food. FUNDER FVL LEADER between the Scottish hosts, and  • To increase availability of Scottish food and provided an opportunity to meet 09 drink to visitors holidaying in Scotland. NeighbourFood’s founders, and share £52,048 (£208,192 across all areas) learning. • Successfully redesigned the project as a result of the Covid19 pandemic. NeighbourFood is a successful ‘click and collect’ model that enables local food producers to find safe routes to market, directly engage with consumers, and stimulate business to business sales. They also promote resource efficiency and a more sustainable local and seasonal diet, and help to reduce food miles. LESSONS LEARNT Forth Environment Link (FEL) was awarded funding to • Tapping into local knowledge, support the development of 8 NeighbourFood Markets building strong local relationships in 4 LEADER Local Action Group areas. This is being and using local connections achieved through market research and consultation beyond partner organisations is to identify hosts, producers and locations for each essential to success. new NeighbourFood Market. For each new host • Partners and the communities organisation, support and training is offered to allow for they serve all differ. One approach the successful establishment of each NeighbourFood does not fit all. Collaboration and Market, including recruitment of food producers and flexibility is vital. SUSTAINABLE DEVELOPMENT GOALS consumers, marketing and PR, administration, and data management to track sales and customer satisfaction.

CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING FEL also encourages local connections and cooperation across networks, fosters peer to peer support, and acts as the regional ambassador for Scottish NeighbourFood Markets.

24 25 There have been great improvements in provision of digital infrastructure and PROJECT ACHIEVEMENTS

broadband connectivity to CREATING RESILIENT AND SMART COMMUNITIES rural areas, however there is a • A successful “Smart Village” conference was held in Gartmore relatively low level of support on 20-21 November 2019, showcasing lessons learnt from available to communities and projects across Europe. Over 80 delegates from 10 European businesses to maximise the countries attended. potential of this ‘new’ digital • 8 communities from the Forth Valley area participated each service. setting out their plans to develop smart communities for t This project seeks to address heir area. this by identifying community • Due to Covid-19, the transnational study visits were cancelled Name of Project: organisations who wish to but in collaboration with our Finnish partners we held a virtual establish rural digital hubs and conference where over 160 global delegates heard about the 10SMART DIGITAL become “Smart Villages”. Each latest smart village initiatives in rural broadband, agritech, VILLAGE will develop an Action Plan and co-working hubs and telehealth. business case for their community, Applicant: partly informed by their participation in a series of 4-day FVL LEADER LOCAL study trips to trans-national project LESSONS LEARNT ACTION GROUP partners in Finland, Greece, Latvia and Sweden. These study trips • Learning from these two events plus support from the FVL LEADER Community Broadband Officer has enabled Forth www.fvl.org.uk will give insight into best practice PROJECT AIMS techniques, facilitate knowledge Valley communities to trial a number of “smart” pilot projects. sharing and allow consolidated • Projects we are piloting include the development of a smart The aim of the project is to unlock the digital learning to be implemented back in river monitoring system to alert to potential flooding situations FUNDER FVL LEADER potential of rural communities and business  the FVL LEADER area. and the use IoT footfall counters to give communities insight in the FVL LEADER area, enabling them to into the best locations to establish pop-up shops. £28,895 develop solutions for the supply of local goods, Learning will be further shared by communications, learning, health & Government. FVL community representatives • The Covid19 pandemic also meant we were able to rethink Specifically, the project will: championing the benefits of ‘smart how to meet the objectives of the project and has allowed us solutions’, and the launch of a to also address a major visitor management issue impacting • Support at least 5 rural community organisations Smart Village Network platform. on many of our communities. who wish to explore how to most effectively set up SUSTAINABLE DEVELOPMENT GOALS This will enable views and and run pilot digital hubs; and experiences about smart solutions • As a result of our learning, we are piloting an ‘IoT’ rural car in rural settings across Europe to park monitoring system to inform visitors of which car parks

CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING • Help them promote the use of digital technology are full and which have spaces available and so reduce to enable their community to become a “Smart be explored. incidences of irresponsible and dangerous parking. Village”.

26 27 Name of Project: SOCIAL ENTERPRISE HUB IN LOCH PROJECT AIMS PROJECT CREATING RESILIENT AND SMART COMMUNITIES LOMOND AND THE TROSSACHS • To establish a new Social Enterprise Academy ACHIEVEMENTS Hub in the national park area. NATIONAL PARK • A Business Development Manager • To increase the potential for social enterprise in and Learning Coordinator were Applicant: the national park area to grow and flourish and to appointed; build the social capacity of social entrepreneurs, • 16 participants undertook the THE COMMUNITY PARTNERSHIP community activists and volunteers. (LOCH LOMOND AND THE TROSSACHS COMMUNITY PARTNERSHIP) Facilitator learning programme and • To build a body of expertise around social 5 have gone on to complete their www.thecommunitypartnership.co.uk enterprise in National Parks to allow sharing of learning which will allow them to be best practise and knowledge. self employed facilitators; 11 • To develop mutually beneficial links between • 67 participants took part in 11 social and community enterprises and the wider FUNDER FVL LEADER FUNDER Argyll & The Islands LEADER days of learning. All other learning  business community. programmes developed and in preparation; £27,948 £27,948 • To develop the relationships and resources necessary to support young social entrepreneurs • 2 new Social Enterprise Academy in the national park area. learning programmes are in development following Hub demand; • Initial financial profiles completed for business plan; Stakeholders across Scotland and the National Park have identified a need to support community-led • Funding of £39852 secured from economic growth, sustainable rural development, and SCSP; to build capacity and create employment within local • 2 further funding applications communities and community organisations. submitted; The Community Partnership received LEADER funding to employ 2 part time staff, a Business Development Manager and a Learning Coordinator, who established a Social Enterprise Academy Hub. The Hub delivers bespoke LESSONS LEARNT materials, marketing, mentoring and learning to social SUSTAINABLE DEVELOPMENT GOALS • Sometimes even the best laid enterprises, local asset holding organisations, community plans can come undone through activists and volunteers, businesses and agencies. no fault of anyone involved. CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING The Hub has developed a train the trainer learning model, to • Dust yourself off and carry on. allow local social entrepreneurs to become tutors for the Hub and to mentor and build business skills in the local community.

28 29 Strathard covers the communities of Aberfoyle, Kinlochard and Stronachlachar. It is a diverse and dispersed community PROJECT ACHIEVEMENTS

within Loch Lomond and the Trossachs CREATING RESILIENT AND SMART COMMUNITIES National Park. While Strathard’s outstanding • The business development project was natural assets have the potential to make it funded 100% by LEADER, but we got support a world-class tourist destination, the local from many others to the project, including economy has been in decline. community members and local business Our Community Action Plan identified a need owners; for a Tourism and Economic Development • Public agencies and funders took more Strategy to be produced, to underpin economic interest in what we were doing, including regeneration in the area. A grant was awarded Stirling Council and Loch Lomond and the Name of Project: by FVL LEADER to fund the post of a Business Trossachs National Park, and Forestry and Development Officer for 2 years (2018-2020) Land Scotland. 12STRATHARD BUSINESS to produce this strategy in consultation with local stakeholders. The Officer is responsible • The success of the project is most clearly DEVELOPMENT for implementation of some of the early actions demonstrated by the revival of Aberfoyle OFFICER POST identified, including: developing a cycle hub, High Street. Actions delivered by and through investigating opportunities for business start- the project with the support of the community Applicant: ups, and promote key walking and cycling have helped generate business confidence. opportunities. STRATHARD • Aberfoyle was shortlisted for the community The Officer is also responsible for supporting section of the annual Scottish Urban PROJECT AIMS the successful delivery of relevant themes COMMUNITY TRUST Regeneration Forum awards, and was identified within the Strathard Community • To enable the Strathard community to become featured for its success in the national press. www.strathardcdt.org.uk more economically sustainable and resilient, Action Plan; and developing the business this will be measured by a decrease in vacant hub in Aberfoyle. commercial properties together with an increase in employment in Aberfoyle. FUNDER FVL LEADER • To employ a Business Development Officer LESSONS LEARNT £54,881 for the Strathard area (Aberfoyle, Kinlochard, Stronachlachar and Inversnaid) to produce a • Projects led entirely by Tourism and Economic Development Strategy volunteers can run out of steam. SUSTAINABLE DEVELOPMENT GOALS that can: • Not having a paid member of - Support existing businesses to thrive, develop staff beyond the project has

CREATING RESILIENT AND SMART COMMUNITIES SMART AND RESILIENT CREATING and diversify; and meant some momentum has been lost, although we are - Create a sound and resilient economic working on it. environment that attracts new business start- ups and social enterprises.

30 31 Name of Project: ACHRAY FARM ICE CREAM PROJECT AIMS PROJECT ACHIEVEMENTS Applicant: • To support Achray Farm develop the • Our new business opened in August 2020 capacity to produce unique artisan and we have had an incredible number of ACHRAY FARM goat milk ice cream from milk and fruit people come to the farm, selling out of ice produced on the farm and locally sourced cream on many weekends.

www.achrayfarm.co.uk additional flavourings. SUSTAINABLE ECONOMIC ACTIONS • Getting lovely feedback from local people • To sell goats milk ice cream to visitors on what we’re doing and the quality of our to the Trossachs, at the farm and in the product. FUNDER FVL LEADER local area, and via local quality food  • Getting on to the LEADER Wildwonders establishments in the Trossachs. £24,980 training course was an amazing • To have transparent and sustainable opportunity and added a critical element 13 production methods. FUNDER Achray Farm to my business that I hadn’t really • To start producing ice cream by May 2019. considered before and made it so much £30,997 better than it would have been.

LESSONS LEARNT The project will help build a rural business that combines a sustainable approach to agriculture • Running the farm at the same time as with eco-tourism proving that “small and diversifying into ice cream was really diversified” can be economically, environmentally challenging, especially there was so and socially valuable. much that was new to us, and new to Environmental Health who were guiding us An outside cabin was converted into an ice cream through all the checks we had to do. production unit and sales area. To promote mobile sales, an electronic e-trike was purchased • Being flexible with your business model is and a horse trailer converted into and eco- really important – the Covid19 pandemic

SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE friendly ice cream “van”. hit us hard in terms of visitor numbers and Fruit trees and bushes have been planted on the also our plan to deliver to the campsites. SUSTAINABLE DEVELOPMENT GOALS farm and provide fresh fruit for flavouring the ice • Do your research! Getting advice and cream, supplemented by foraged ingredients and support on a small-scale diversified goat those grown sustainably by other local growers. dairy business was not easy but other The project mutually supports other enterprises small-scale producers helped us. by encouraging walkers/cyclists to use the Great Trossachs Path.

32 33 Name of Project: ARNPRIOR GLAMPING PROJECT AIMS PROJECT ACHIEVEMENTS PODS AND POOL • To install 4 glamping pods and build an indoor • It took us 3 years from concept to Applicant: swimming pool; all facilities linking to a green, opening of the site in September 2019. renewable heat source. • We have had bookings from the day ARNPRIOR FARM • To provide customers with a unique, we opened and occupancy is strong innovative, multi layered visitor experience even in traditionally the quieter SUSTAINABLE ECONOMIC ACTIONS www.arnpriorfarm.com where they can interact with their months of the tourism year. environment and experience life on a working • We’ve been full most weekends even farm. when we were only accepting local FUNDER FVL LEADER FUNDER Own Funds • To promote farming and rural life and build people due to the Covid restrictions.   links between urban and rural communities. 14 • We have taken on 2 new members of £50,000 £257,850 • To complement Arnprior Farm’s existing farm staff. enterprises and produce a sustainable profit.

The project was designed to further diversify Arnprior Farm’s mixed farming business into the expanding tourism and recreation sector, having LESSONS LEARNT already starting offering farm experiences and an annual pumpkin event. By expanding the range and • Business planning process was a type of accommodation available in the area, the good process to go through, even if project will help promote the FVL area as a visitor some things did change as the project destination and boost the local economy for example progressed. by benefitting other local businesses such as food and • Key to success of project was drink establishments. appointing a project manager to keep The project aligns with FVL Local Development Strategy on top of the works.

SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE on a number of levels. It creates affordable and suitable • Having a hot tub with each pod makes accommodation in the area and strengthens the rural the pods more sought after when economy by encouraging sustainable tourism. The people are searching online to book. SUSTAINABLE DEVELOPMENT GOALS development is sustainable in terms of reducing dependence on non-renewable fuel sources and using locally sourced materials and contractors. The project’s rural setting and outdoor theme, combined with the recreational pool facility will promote health, fitness and wellbeing in the FVL area.

34 35 PROJECT ACHIEVEMENTS Looking back over the last few years I would say the one of the biggest achievements of the project was the successful design of the pontoon, taking

into consideration its location relative SUSTAINABLE ECONOMIC ACTIONS to the exposed location and challenging landscape. It has now been in location for the last few years and been subjected to extreme weather conditions and yet it still Name of Project: looks and performs like new. To allow the 15BALMAHA PONTOON PROJECT pontoon’s access area to blend into the existing landscape, we sourced local stone Applicant: and a huge amount of labour was involved PROJECT AIMS The Oak Tree Inn identified a way to expand in its construction. their business by gaining access rights for boat THE OAK TREE INN Constructing the pontoon means that for operators to bring their vessels into Balmaha, by • To install a floating pontoon, with the first time on the east side of the loch, www.theoaktreeinn.co.uk disabled access, that will grow the installing a floating pontoon. This essential visitor disabled and less mobile people can to Oak Tree Inn’s tourism business and experience allowed them to sustain and grow their access the water. It’s nice to hear visitors underpin their strategy of making business over the longer term. saying that they have finally managed to get Balmaha a year-round visitor FUNDER FVL LEADER In addition, a need to improve water connectivity onto the water, even though they had been destination. was identified by Loch Lomond and Trossachs visiting Balmaha for years. £25,000 • To develop new opportunities and National Park as part of their Local Action Plan collaborations between businesses (2010-2015). FUNDER Own Funds  that will enhance the visitor Funding was approved and the pontoon installed £35,000 experience, local economy and in time for the 2016 summer season, with water employment. transport services operating from the pontoon by LESSONS LEARNT the end of July. The introduction of the pontoon

SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE • To create a legacy for Loch Lomond and surrounding areas, encouraging allowed for a safe, circular walking and cycling With regard to lessons learnt, I certainly travel by boat and public transport, experience around Loch Lomond by combining underestimated the complexity of the SUSTAINABLE DEVELOPMENT GOALS offering easy connections between the existing and new routes with a boating experience. legal issues surrounding the project loch side communities. and the total timescales involved; from The Oak Tree Inn promoted the new visitor an initial project idea to completion was • To provide new emergency response experience with a major marketing and PR campaign around 7 years. facilities for residents and visitors. to promote the new services, routes and facilities.

36 37 Bonnie Bunks identified there was a lack of budget type accommodation in the FVL LEADER area and a PROJECT demand for it. A funding application was submitted ACHIEVEMENTS to LEADER to partly meet the costs of upgrading the guest quarters of an existing property. • We are located within the Loch Lomond and the Trossachs National Two dormitories and two family rooms were refurbished park so it has been great to be which can accommodate 22 guests in total. Works able to offer high level of quality SUSTAINABLE ECONOMIC ACTIONS included re-wiring, plastering, painting, upgrading of affordable accommodation to bathrooms, ensuring compliance with fire safety visitors, in the form of our four regulations and furnishing the rooms. LEADER funding family & dorm style rooms. Name of Project: also allowed Bonnie Bunks to make the accommodation cycle friendly by building a secure cycle shed, a bike • We have created some cycle friendly 16BONNIEBUNKS repair/maintenance area and providing professional facilities with secure bike shed bike repair kits for loan. The refurbishment was storage and maintenance area for Applicant: PROJECT AIMS supported by a comprehensive marketing campaign to guests doing the National Route 7 or promote the business and allow online bookings. West Lomond Way. • To provide affordable, quality accommodation BONNIEBUNKS • Being walker friendly to welcome within the National Park. The project fits with the Local Development Strategy by working with identified priority sectors (sustainable guests doing the John Muir Way & www.bonniebunks.co.uk • To provide suitable facilities that will enable tourism); it helps the local community and economy West Lomond Way as well as the visitors to participate in outdoor activities such as by attracting more visitors to the area and promotes many, many other walks we are cycling and walking/hiking. outdoor opportunities available within the National Park. within striking distance of such as FUNDER FVL LEADER • Create a sustainable and resilient rural business the Conic hill or Ben Lomond. £25,000 that benefits the local economy. FUNDER Own Funds LESSONS LEARNT £25,035 • With hindsight having someone employed to draw down the grant would have been of great help as this has proven to be a struggle balancing time, attention and energy. SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE • Also having specifications drawn up by an architect would have made the process of obtaining like SUSTAINABLE DEVELOPMENT GOALS for like quotes a lot easier from trades people. • Despite this and delays in completion due to Covid, we are very proud of what we have been able to achieve with Leader. Especially the high level of quality accommodation we are now able to offer travellers, thanks to the help of the Leader project.

38 39 Name of Project: CENTRAL SCOTLAND SCHOOL PROJECT AIMS PROJECT ACHIEVEMENTS OF JEWELLERY • To bring a new business to Dunblane • The Central Scotland School of Jewellery Applicant: which improves access to creative launched in early 2016 and very quickly activities in the community and diversifies became more popular than anticipated. the rural economy. JO PUDELKO JEWELLERY • Almost immediately the classes had • To create a small artist workshop and to a waiting list and a second class was SUSTAINABLE ECONOMIC ACTIONS www.jopudelko.co.uk provide a variety of classes, workshops launched to answer the demand. and events to participants. • In 2017 the School moved into a bespoke • To create opportunities for people studio in Dunblane and a third evening FUNDER to develop new skills and form new class was added to the schedule. The FVL LEADER FUNDER Creative Scotland 17 relationships within the community to School now employs several jewellers to £4,846 £6,101 the benefit of the social and cultural assist with the running of the classes and infrastructure of the area. weekend workshops, and continues to grow. • To encourage people who may not have been previously engaged with this activity to participate.

LESSONS LEARNT There was very limited provision for extra-curricular craft/design education in the FVL area, with no regularly • Don’t be too fixed on your idea scheduled classes devoted to jewellery making. Forth of how you want to run your Valley Open Studios (an annual celebration of local artistic business – be flexible and grasp talents) recorded 25,000 visits to their website per year, opportunities. demonstrating that there was a high interest for arts and crafts activities in the Forth Valley. • Don’t buy a property straightaway – try out your business first to Funding was initially awarded to renovate and fit-out a see how much space you actually SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE premise we were going to buy in Dunblane but the property need. And the type of space! we had in mind turned out not to be suitable. Instead we • In January 2019 the School will SUSTAINABLE DEVELOPMENT GOALS decided to rent and we were allowed to use our funding to cover the required tools, materials, books and health & be moved to a new 1,000 square safety measures to allow for successful jewellery classes to foot premises at Duckburn be offered to the local community and visitors. The project Industrial Estate to allow us to plan also included marketing, development of a website, shop expand our offering even further. signage, a launch event and an exhibition to promote the Central Scotland School of Jewellery and its associated classes.

40 41 Name of Project: DOUNANS CONFERENCE, PROJECT ACHIEVEMENTS MEETING AND EVENTS VENUE • The first accommodation upgrades led to all accommodation blocks being of AND OUTDOOR CENTRE RENEWAL high standard. This significantly reduced Applicant: dissatisfaction among customers being

in accommodation of varying quality. SUSTAINABLE ECONOMIC ACTIONS SCOTTISH ENVIRONMENTAL & Improved satisfaction led to an increase of OUTDOOR EDUCATION CENTRE returning customers. • The creation of the Conference facility (SOEC) opened up new business and income FUNDER Conference, Meeting streams, enhanced attractiveness 18& Events Venue Project: www.soec.org.uk and customer comfort, and improved SOEC applied to FVL LEADER for funding for energy efficiency reduced impact on the two separate projects linked to a single location FVL LEADER environment. in Aberfoyle. Dounans Outdoor Education £25,000 Centre designs and delivers innovative outdoor • Combined, the projects have greatly PROJECT AIMS improved the Centre overall and extended SOEC Funds programmes which benefit over 4,000 young people each year, however decades of use have the operational life of buildings. It is • To renew and enhance the facilities of the Centre making them fit £37,916 meant the facilities and fabric of the Centre is now possible to promote the Centre to for purpose and more appealing to users from a diverse range of worn and in need of replacement. customers with greater confidence. backgrounds and abilities. FUNDER Outdoor Centre Funding was sought to the renewal of two customer  • To increase the number of groups and site users thus extending accommodation blocks, new decks and ramps to Renewal Project: the operating season and in turn leading to a more sustainable improve accessibility and extend the operating employment model. LESSONS LEARNT FVL Leader season. An extended opening season will result in • To attract new users to the Centre and help overcome the greater employment opportunities and increased • The Covid19 pandemic has hit us hard. £80,000 challenges of trading seasonality. likelihood of repeat and extended bookings. Although the project build was delayed because the builder had difficulties getting SOEC Funds • Improved income growth will ultimately lead to bursary options for A second funding application was approved to supplies, the bigger impact has been the vulnerable young people and those from areas of deprivation being support for the energy efficient refurbishment and SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE outdoor centre being closed as so we have £140,871 a viable option. upgrade of the Hall at the Centre making it suitable for use as a conference, meetings and events venue. had no income, and the use of the new SUSTAINABLE DEVELOPMENT GOALS This will make it a specific attraction to the Centre, Conference Centre is currently very limited. opening up opportunities to target new user-groups, • These challenges have shown the need to extend the appeal of Dounans as a venue and have as flexible a space as possible. generate new income streams. Activities include installing heating, insulation, re-wiring, improving disabled accessibility and upgrading toilet facilities.

42 43 Name of Project: GLASS BLOWING PROJECT AIMS PROJECT ACHIEVEMENTS STUDIO • To establish a permanent glass blowing • The new glassblowing studio opened Applicant: studio in the heart of Dunblane. in 2019 and we were running monthly glassmaking classes before Covid19 • To raise awareness of the techniques and pandemic hit. ELIN ISAKSSON GLASS traditions of handmade glass by providing glass makers, students and the public • We were then able to adapt and offer SUSTAINABLE ECONOMIC ACTIONS www.Elinisaksson.com with an opportunity to experience and classes for groups from the same learn the art of glass making. household during the pandemic.

www.Scotlandglassblowing.com • We have still been able to make our glass orders. 19FUNDER FVL LEADER £15,538 Elin Isaksson has run a successful glass blowing studio for the past 8 years building up a successful FUNDER Own funds business and teaching students from across the UK. The premises she was working from were LESSONS LEARNT £14,632 neither commercially nor operationally suitable and this was having a negative impact on all • The studio took 2 months longer aspects of the business and hampering growth. to build since we required a structural engineer to assist A new property was purchased in Dunblane and with the building warrant an existing garage converted into a permanent, process. fit-for-purpose glass blowing workshop. This was achieved by connecting to mains utilities, installing • We were due to connect to the specialist equipment and a furnace and fitting out a mains gas supply in March 2020 small gallery area. This has allowed Elin to complete but this had to be delayed due commissions, sell to the public, and resume teaching to Covid-19, so we’ve been using classes. more expensive portable gas bottles as a temporary measure The project fits with FVL Local Development SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE Strategy on a number of levels. The creative • Having a financial buffer for industry and tourism sectors will be supported, unexpected delays or costs SUSTAINABLE DEVELOPMENT GOALS both of which are areas of focus within the Strategy. makes a big difference. Skills and expertise between different age groups will be encouraged by the development of a range of tuition courses suitable for both professional participants and hobbyists.

44 45 The project works with wild fishery owners throughout the Forth District (all rivers which PROJECT ACHIEVEMENTS flow into the Estuary and Firth of Forth). A new brand has been • 20 fisheries in the FVL area have been supported through created called “Fishing in the the project. Forth” which will be used as a • Creation of a hub including website and online ticketing for tool to market initially salmon wild fisheries to use. This allowed the fisheries to adapt to and sea trout fishing throughout changing times during the pandemic. SUSTAINABLE ECONOMIC ACTIONS the Forth providing key support to local clubs, fishery managers • Fishing around the Forth has supported outdoor recreation and owners to boost the number by promoting fishing available along with tourism to the fisheries. Name of Project: of anglers fishing their beats. The project has developed a • Having resources during these times when many businesses 20FISHING AROUND marketing plan to help guide did not saved the 2020 fishing season. stakeholders so they have the THE FORTH tools to promote their fisheries Applicant: more effectively to tourists and locals whilst also doing so at a FORTH RIVERS TRUST regional level through support LESSONS LEARNT from the Fishing in the Forth • Having an easily accessible website with e-commerce is vital project. The marketing plan www.forthriverstrust.org to provide flexibility for rural fishing businesses, even more outlines the target market and so during a pandemic but also fits with how people now methods to use to create effective shop. www.fishforth.org marketing for the Forth. The tools PROJECT AIMS produced have allowed Fishing • Important to really do the market research and test each in the Forth to market a range part of the product on the people who will be using it. • To promote fishing opportunities along the river of fisheries in the Forth whilst FUNDER FVL LEADER • Adapt to feedback. Feedback from the customer is important Forth in a strategic and coordinated way. providing tools and methods to as it highlights potential difficulties which others may face each individual fishery. The main £19,201 • To support local fishery businesses to boost their and helps you build the project/service further. (all LEADER areas £54,860) website has also been developed

SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE ability to promote themselves. to be able to promote individual • Working with fisheries who are mostly run by volunteers can • To support them with this through effective fisheries as part of the be an issue to try and get information back quickly as they SUSTAINABLE DEVELOPMENT GOALS marketing to tourists and communities. marketing plan. are running their fishery in their own time as volunteers. • To boost the number of anglers in the region for Planning ahead and giving these groups plenty of time is the benefit of the local economy and communities vital for the project to progress at the rate it needed to as a whole. progress at.

46 47 Name of Project: FORDHEAD TEA PROJECT AIMS PLANTATION • To improve the sustainability of an Applicant: arable farming business in the Forth area through the addition of a diversified FORDHEAD FARM income stream to help future proof the business. SUSTAINABLE ECONOMIC ACTIONS FUNDER FVL LEADER • To grow 1,000 tea plants. £12,574 • To install the required infrastructure to successfully grow tea. PROJECT ACHIEVEMENTS FUNDER Own Funds 21 • Fordhead Farm now propagates tea £14,671 plants on a commercial scale, and is now Fordhead Farm identified that with falling in a position to plant tea in the ground for subsidy support, fluctuating market conditions, future plantations. and political uncertainty, there was a need to diversify the income stream of their farm. The • Hardy tea plants are sold online through farm determined that growing tea plants on a various websites as domestic house/ commercial scale would help achieve this, and garden plants. within 3 years the harvest would provide a • Currently, all the tea produced goes into surplus to enable the farm’s income to be drawn a Scottish tea gin, with the tea being used entirely from tea plants. as the main botanical. Funding was awarded to purchase and install polytunnels on the farm which would enable the plants to be grown indoors for maximum efficiency. Additional funding was also sought for the purchase LESSONS LEARNT of plants and for a green, renewable heating system using an existing biomass boiler. • It’s important to grasp opportunities when they arise and allow your business model SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE The tea has been sold through a grower’s co- to be flexible enough to adapt if need be. operative in Aberfeldy and through local outlets, • Work with the LEADER team – they are SUSTAINABLE DEVELOPMENT GOALS helping to reduce food miles, carbon emissions and build a more resilient local food culture. there to help you and often see things you don’t. They also are a good at putting you in touch with the right people at the Council.

48 49 PROJECT AIMS PROJECT • To create an outdoor leisure experience for people ACHIEVEMENTS to come and enjoy the countryside, follow healthy We are delighted to be up and outdoor pursuits, enjoy natural heritage and support running and achieving our goals. the local economy in a sustainable manner. We have Amanda working with • To install a low carbon impact campsite. us from Green Routes and she is SUSTAINABLE ECONOMIC ACTIONS now a very much-loved member • To educate users and school groups on the local of staff. We have employed 2 natural heritage. local people in Dreamcatcher • To engage with and promote local businesses. Name of Project: Cabins who may not otherwise had employment locally. We have 22 been able to direct many of our GARTMORE GLAMPING guests to use local business and Applicant: Gartmore Glamping saw an opportunity to encourage our welcome pack has all their additional sustainable tourism to the National Park and details in it. GARTMORE GLAMPING the village of Gartmore in particular. Funding was received to install 2 safari tents and 1 cabin, which would include furnishings, composting toilets, shower units and solar FUNDER FVL LEADER lighting. If the project is successful, the campsite would be £25,000 expanded with an additional cabin and 2 yurts. The site delivers educational activities to school groups LESSONS LEARNT FUNDER Own Funds focussing on environmental sustainability and rural business We are continually revising and management, based upon the National Curriculum. updating our systems to get the £29,167 The campsite is very much community focussed, and offers job best possible service for our opportunities to local people and is an all year-round business. guests. Four cabins being built Linking to other local businesses and groups, such as Action at the one time with a single Adventure Activities for marketing and promotion, and contractor and us doing a lot Green Routes (Additional Learning Support) for employment of the work was difficult and SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE opportunities, helps to enhance community cohesion and the although we managed it there local economy. was a toll on our energy levels SUSTAINABLE DEVELOPMENT GOALS by the end. We have received planning permission to do another 2 cabins and this time it will be one at a time!

50 51 Name of Project: TEA HOUSE PROJECT AIMS PROJECT ACHIEVEMENTS JAPANESE GARDEN • To reconstruct a Tea House, part of the • Making the most of our “closed” Applicant: ongoing restoration of a historic Japanese winter season, work commenced on Garden. the Tea House in February 2020 and was then halted in March to enable THE JAPANESE GARDEN • To further develop community activities and safe access for our visiting Japanese SUSTAINABLE ECONOMIC ACTIONS outreach at the Garden to maximise its benefit Landscaping team. AT COWDEN CASTLE as a unique hub for learning and inclusion. • Works onsite continued steadily • For the Japanese Garden to work towards www.cowdengarden.com throughout the remainder of 2020, financial self-sufficiency through establishing around Covid-19 restrictions. Now high-quality, permanent facilities. watertight, the Tea House will be FUNDER FVL LEADER FUNDER Turtleton Trust FUNDER NLHF 23 ready to welcome visitors when the £33,466.33 £7,000 £75,000 Japanese Garden re-opens to the The charity has been successfully restoring a previously public in March 2021. FUNDER Private Donation FUNDER Stanley Smith Trust FUNDER James Wood Bequest Fund ‘lost’ Japanese Garden between Dollar and Muckhart, • The Landscaping Team completed an internationally-significant cultural and horticultural several training workshops, and set £10,000 £4,000 £1,000 site. To further increase visitor numbers and meet the out the new Tea Garden which now requirements of Historic Environment Scotland’s listing surrounds the Tea House. of the Japanese Garden in its Inventory of Gardens and Designed Landscapes (2013), the Japanese Garden sought LEADER funding to reinstate the Tea House which was used to offer visitors Japanese Tea. Construction of the Tea House will become the main LESSONS LEARNT visitor welcome point, whilst also providing a secure all-weather event space. • Finding specialist contractors took a lot longer than expected, and our costs The Tea House project will facilitate the involvement of increased. 500 community beneficiaries each year including

SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE volunteers, school and community groups; it will create • Keeping the Gardens open whilst the 2 new jobs and help generate revenue to ensure the works were under way was actually a SUSTAINABLE DEVELOPMENT GOALS continued financial sustainability of the Japanese Garden. positive as visitors welcomed seeing progress during the summer, despite Overall, this project will positively promote sustainable the noise and disruption. tourism in Clackmannanshire, will support the local community via job creation, volunteering, outreach and education opportunities, and will enhance local infrastructure.

52 53 Name of Project: THE JAPANESE GARDEN PROJECT AIMS AT COWDEN CASTLE • To create a vital link between the Japanese Applicant: Garden and the potential visitor market. • To lay access roads, install a gate and COWDEN CASTLE SCIO directional signage to allow visitors easy access to the garden with minimal congestion SUSTAINABLE ECONOMIC ACTIONS www.cowdengarden.com in the surrounding area and to encourage repeat visits. PROJECT ACHIEVEMENTS FUNDER FVL LEADER FUNDER Private Donations FUNDER CAF • Building a beautiful but practical 24 entrance gate £79,002.50 £21,500 £1,050 Following a long period of neglect, the Japanese Garden at Cowden Castle has been painstakingly • Upgrading the drive and car park to FUNDER Own Funds FUNDER Finnis Scott FUNDER Gift Aid restored over the past 5 years. The garden is accommodate the elderly and those of world -wide significance in terms of planting, with limited mobility. £45,500 £5,000 £6,047.50 landscaping, and aesthetic design and is regarded as • Our visitor forecast was 7,000 and one of the finest examples in the Western world. we welcomed over 19,000 in 2019. LEADER funding was granted to cover the cost of building a Japanese styled gate, opening up access within the Garden and signage to plug the “missing link” and make the Garden a visitor destination. The new entrance gate and associated infrastructure was LESSONS LEARNT vital for the garden to open successfully to the public. We also needed it to be large enough to accommodate • Infrastructure is almost impossible to coaches. gain funding for and the charity would The project aligns to the Local Development Strategy not have been able to open to the public by strengthening the rural economy, building more in July 2018 without the assistance of SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE sustainable communities and building community LEADER. resilience. This has been achieved by boosting • LEADER offers advice and opened up SUSTAINABLE DEVELOPMENT GOALS visitor numbers and sustainable tourism to the contacts for us, they’re not just a source immediate and surrounding areas; creating direct of funding. They also helped when employment opportunities; partnership working and we had to make major changes to the local involvement to share skills and knowledge; and project. building on a strong business plan to ensure long term sustainability.

54 55 Name of Project: LOCH LOMOND COFFEE PROJECT AIMS PROJECT Applicant: • Establish the first coffee roasting facility in the ACHIEVEMENTS National Park. LOMOND • We are very happy with the • Create of a visitor attraction, providing a viewing project. DEVELOPMENTS LTD facility and engaging experience. • The business has since gone on SUSTAINABLE ECONOMIC ACTIONS • Develop new commercial opportunities to www.lochlomondcoffee.co.uk to develop further coffee related wholesale roasted coffee and to retail in shops activities with a café now in and on-line. Aberfoyle and at Carbeth. • Market the strong local provenance of the • The coffee roasting facility FUNDER FVL LEADER FUNDER Private funds product itself and maximise this to promote   complements the other food 25 positive reasons to visit Loch Lomond. £25,000 £30,189 developments in Balmaha and wider area – strengthening its reputation as a tourism Having operated a successful coffee shop in Balmaha for destination and a place to come several years, Lomond Developments noticed a business to for good food and drink. opportunity to establish a coffee roasting business in the National Park. Not only does the coffee roasting venture offer commercial retail opportunities, but the artisan roasting process is a strong story to sell and another reason to encourage visitors to Loch Lomond. LESSONS LEARNT The roasting facility is open to visitors with interactive • Important to do you research displays and staff providing a rich and engaging – even when you think you experience. know exactly the right piece of LEADER funding contributed to the costs of converting equipment to do go for. Speak to premises into a roasting facility and the purchase the manufacturer, speak to other of specialist equipment, producing packaging and businesses using the equipment marketing materials and recruitment of a specialist SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE already. coffee roaster. • A huge amount of work involved Key elements of the FVL Local Development Strategy SUSTAINABLE DEVELOPMENT GOALS was in taking the project from that this project met are support of businesses in the idea to completion, but we were outdoor recreation and food and drink sectors; new and assisted greatly by Paul Saunders improved community and local business collaborations; and the LEADER team. creation of job opportunities; support to diversify business options to withstand fluctuations in the wider economy and extend the duration of the tourism season.

56 57 Name of Project: Mugdock Country Park provides a range of leisure and outdoor activities to visitors, with the MUGDOCK COURTYARD PROJECT AIMS Courtyard area housing a number of businesses and facilities including toilets, refreshments, DEVELOPMENT • To assess the feasibility of the proposal entertainment, play areas and retail. Footfall data Applicant: to cover the Courtyard to give an all- indicates that a lack of all weather facilities has weather area for commercial and social a significant negative impact on visitor numbers. MUGDOCK COUNTRY PARK use before embarking on a large scale As such LEADER funding was requested to enable (EAST DUNBARTONSHIRE project. a Stage 1 Feasibility Study/ Options to assess the SUSTAINABLE ECONOMIC ACTIONS • To draw together the necessary designs / viability of covering the Courtyard to give an all- COUNCIL) planning permissions/options appraisal weather area. required to develop the project to the Stage 1 will include: www.mugdock-country-park.org.uk next level and inform the decision making • feasibility and options appraisal report process for a Courtyard covering. 26 • architect’s drawings with detailed design • bill of quantities FUNDER FVL LEADER FUNDER Mugdock Joint Management Committee • structural engineer’s report £5,000 £5,330 It is anticipated that the covered area would give existing businesses additional space to expand into, will attract new ventures to the Courtyard and diversify the range and type of activities on offer on a year-round basis thus supporting local economic sustainability. Without the successful completion of PROJECT ACHIEVEMENTS Stage 1, the next steps in the project will be unable to proceed. • Architects ZMArchitecture were procured to carry out a Feasibility Study and The project will support Local Development Strategy Options Report for a Courtyard covering objectives of “strengthening our rural economy”, and in August 2017. “build community resilience”. • Four covering options were presented to the Park staff. Two were chosen to be SUSTAINABLE ECONOMIC ACTIONS ECONOMIC SUSTAINABLE worked up and presented to Mugdock’s Joint Management Committee. LESSONS LEARNT SUSTAINABLE DEVELOPMENT GOALS • After some discussion and interrogation This Stage 1 project illustrated to us the of costs for the works, it was decided not value of obtaining a comprehensive feasibility to proceed to the Stage 2 of the project at study and without this an informed decision this time for cost reasons. could not have been made.

58 59 Name of Project: The project forms part of an ongoing and multi stakeholder regeneration programme which is transforming Bowling BOWLING VIADUCT – PROJECT AIMS Basin into a vibrant and economically active area, with a reputation as a destination for a quality environmental and PHASE 2 WORKS • To breathe life into the redundant cultural experience. historic railway line structures and Applicant: This specific project focused on the construction of a new environment, promoting its historic walkway and cycle path that utilised the redundant historic interest to visitors and making it a SCOTTISH CANALS railway line structures to connect the canal towpath directly tourist attraction. to NCN 7. The project removed existing barriers such as

www.scottishcanals.co.uk • To maximise the potential of traffic interface and gradients, and incorporated innovative PREPARING CLIMATE ACTIONS Bowling’s strategic location to lighting, interpretation artwork and planting to contribute to create a facility which complements the attractive quality of place created. National Cycle Network 7 (NCN 7) FUNDER FVL LEADER FUNDER Sustrans Completion of the project met several of the Local  and encourages eco-tourists to now Development Strategy priorities: 27 consider Bowling as a destination. £249,910 £911,932 • Improving the environment; • To drive socio-economic benefits • Supporting the development of cycling through targeted to the existing businesses and interventions; encourage new businesses to • Supporting communities to become less dependent establish, thus fostering job creation. on non-renewable fuel sources or private cars for • To create an asset which the transportation; community are proud of and wish • Making links between communities, business, land to spend time enjoying as well as managers and the natural environment; improving the current active travel • Supporting employment opportunities for all; and provision in Bowling. • Encouraging the transfer of skills and expertise between different age groups.

PREPARING CLIMATE ACTIONS CLIMATE PREPARING PROJECT ACHIEVEMENTS LESSONS LEARNT The project is successfully bringing back into usage The challenge of working in a tight a redundant railway viaduct and giving cyclists and site such as this has led to innovative SUSTAINABLE DEVELOPMENT GOALS walkers safe, dedicated access to the destination at solutions being required to bring Bowling as well as wider locations on NCN 7. materials onto the site. These innovations have provided valuable This will drive further economic benefits to the area lessons learned on this project as well as both tourists and locals gain an enjoyment of the as ideas for future projects. area at Bowling.

60 61 Name of Project: FORAGING FORTNIGHT PROJECT AIMS PROJECT Applicant: • To encourage responsible and sustainable engagement ACHIEVEMENTS with the Scottish natural environment and further the • The 2019 Foraging Fortnight FVL LEADER LOCAL understanding of responsible foraging and wild foods. programme involved 67 ACTION GROUP • To deliver a coordinated foraging festival, involving a different event providers, wide range of foraging and wild food activities across 5 who offered 111 events, and

www.fvl.org.uk LAG areas (Forth Valley & Lomond, West Lothian, Fife, attracted 2057 participants. PREPARING CLIMATE ACTIONS Moray, Lanarkshire and Orkney). The Wild Food Festival one day event attracted over 500 • To identify a suitable body/business to continue Foraging visitors. Fortnight as a regular festival in the Scottish calendar of FUNDER FVL LEADER FUNDER Nature Scot (Scottish Natural Heritage) 28 events, beyond the LEADER funded project (post 2020). • Finalist in the Scottish Rural £28,259 £2,000 Awards under best rural tourism initiative. (Total LEADER £155,024) Foraging Fortnight is a collaborative project involving five • Receiving so much positive LEADER areas and Nature Scot to celebrate the abundance of feedback from attendees at wild foods in each area. Each Foraging Fortnight “festival” will the events. run in 2019 and in 2020, for two weeks, in each LAG area. LEADER funded the appointment of contractors to deliver a coordinated event management and PR strategy. This was critical to LESSONS LEARNT the launch of the inaugural Foraging Fortnight, and will ensure its continued success in 2020. • It’s important to have good communication system In 2019, Foraging Fortnight activities varied between each of the between project partners and LAG areas but offered a mixture of free and commercial activities contractors. aimed at specific target groups. These included foraging walks, an international speaker ‘roadshow’, special menus at local restaurants, • Ensuring one project fits the PREPARING CLIMATE ACTIONS CLIMATE PREPARING cooking workshops, ethnobotany talks, a full day wild food festival, broad needs and expectations and health related workshops to name a few. The 2020 programme of 5 LAG areas is difficult to is set to expand with an even wider range of events on offer. achieve SUSTAINABLE DEVELOPMENT GOALS Timed to coincide with Scotland’s ‘Food and Drink Fortnight’, and • Short lead in time to 2019 peak levels of public interest in seasonal foraging, the project festival created big challenge. enhanced Scotland’s reputation as a food tourism destination and • The hours required for the attracted both local engagement, and national and international project management role visitors. It highlighted the many benefits that foraging and wild were under estimated. food bring, including health and wellbeing, a free food source, appreciation and connection with local environments.

62 63 Name of Project: LOCH EARN RAILWAY PATH PROJECT AIMS PROJECT (LERP) - PHASE 4 • To expand the local path network, allowing safe, ACHIEVEMENTS sustainable and active travel between neighbouring rural Applicant: villages and reducing dependence on motor vehicles. • The completion of the Phase 4 has enabled a 1.8km of ST FILLANS COMMUNITY • Contribute to the implementation of the long distance route, that was previously TRUST LTD walking and cycling route ‘Pilgrims Way’ and connecting difficult to navigate, as into the National Cycle Network. an alternative option of PREPARING CLIMATE ACTIONS • To improve the access and recreational opportunities travelling actively, instead for all, by enhancing the natural, scenic and historic of using the busy A85 trunk landscape and providing a stimulus for improved health road. FUNDER FVL LEADER FUNDER Sustrans 29 and well-being through active travel. • The new route allows for £47,247 £219,505 • Build economic resilience by encouraging eco-tourism the comfortable navigation and the associated benefits it brings to local businesses for path users while still and the wider area of Strathearn. accommodating for farm and estate use. • Although one section does Local residents of Lochearnhead, St Fillans and Comrie come off of the old railway identified the need to improve off-road links between their line, the path alignment villages, resulting in The Loch Earn Railway Path (LERP) is as direct as feasibly community-led, multi-stakeholder project. It aims to bring possible while ensuring an new life to the area’s cultural heritage and increase tourism enjoyable, scenic route. by developing a path along the dismantled railway track-bed, linking with established tourism routes. Phases 1, 2 and 3 delivered significant infrastructure LESSONS LEARNT improvements to over 6km of off road route between PREPARING CLIMATE ACTIONS CLIMATE PREPARING Lochearnhead, St. Fillans and Comrie. LEADER funding for this • Cycle paths take years to project, Phase 4, financed the upgrade of a 1.8km section of the plan and build, be patient route to the west of Lochearnhead. Works included clearance of as there are lots of steps vegetation, improved access to and from the railway line path, in the process. SUSTAINABLE DEVELOPMENT GOALS improved drainage, fencing, gates and signage. • Land managers are very The project is an excellent fit with the FVL Local Development good at persuading other Strategy as it demonstrates community resilience, land managers to allow an understanding of the natural and cultural heritage cycle routes on their land. environment, and an appreciation of the economic and community potential of local landscape assets.

64 65 Initial discussions were held with the wild flavours on their A research trip to Finland to representatives from Scotland doorstep to create food that visit an established Wild Food Food and Drink, Scottish Natural is unique to the area; scoping Festival and discover more about Heritage and independent out opportunities for outdoor the Finnish foraging culture was Foraging Guides/Members of The education businesses to planned, as were visits to UK Association of Foragers. These diversify by offering guided foraging businesses that provided conversations demonstrated the foraging walks/outdoor cooking robust learning models for the FVL potential and enthusiasm to take sessions and possibly foraging LEADER area. forward a co-operative project cycle tours and creating a Funding was for preparatory

related to Wild Food. public event that celebrated project research only which PREPARING CLIMATE ACTIONS Areas for investigation included the social, environmental, provided a solid foundation to then encouraging small businesses sustainable and economic develop a foraging and wild food Name of Project: and entrepreneurs to incorporate aspects of foraging. co-operation project application. 30PREPARATORY COSTS FORAGING CO-OPERATION PROJECT ACHIEVEMENTS LESSONS LEARNT PROJECT PROJECT AIMS • A visit to the proposed Finnish partners and • Strong potential to transfer elements of Applicant: their Wild Food Festival shaped the vision the Finnish festival to the FVL area. The concept of developing a co-operation project for the FVL LEADER foraging and wild food • A different approach to the festival focus around wild food and foraging was first proposed by co-operation project. FVL LEADER LOCAL FVL LEADER to other LEADER LAGs during a group and the legacy beyond LEADER funding ACTION GROUP meeting. The idea was met with interest and gave was required. confidence to FVL LEADER to undertake preparatory • The Finnish festival relied on volunteers www.fvl.org.uk work to scope out the project’s potential. The project and LEADER staff hours; it seemed aims were to: unsustainable without LEADER support. • research models to gain insight into existing projects, • Finnish wild food culture was a valuable PREPARING CLIMATE ACTIONS CLIMATE PREPARING FUNDER FVL LEADER meet with potential partners and get ‘buy-in’ from model our local businesses could learn £1,838 stakeholders; from. • develop a project that would complement existing • UK research confirmed that a wild food SUSTAINABLE DEVELOPMENT GOALS FVL LEADER work by supporting sustainable tourism, training programme as proposed for the outdoor recreation and food and drink businesses; project would be both innovative and • Instigate a co-operative foraging project that meet an unmet need. would improve access and interpretation of the environment, and link communities, businesses and land managers with the natural environment.

66 67 Name of Project: PROJECT AIMS PROJECT STATION ROAD LINK • To create a new section of pathway (120m) joining the ACHIEVEMENTS residential area of Blanefield to the recently upgraded PATH, BLANEFIELD • Finishing the last of four Railway Path, thus completing the safe-route from elements in the development Applicant: Blanefield to Strathblane. of a local multi-user path STRATHBLANE • To increase the numbers and safety of Blanefield children network linking Strathblane walking and cycling to and from Strathblane PS, the play- and Blanefield. COMMUNITY park, and the improved wider path network. • It offers the community ease PREPARING CLIMATE ACTIONS DEVELOPMENT TRUST • To increase the safety and numbers of local residents using of access to the wider path the path network to access village facilities and allotments. network which includes two of Scotland’s main long-distance www.strathblane.online • To increase recreational walking and cycling into the FUNDER FVL LEADER paths – West Highland Way  network of paths which lead to Campsie Glen Lennoxtown and John Muir Way – which 31 Mugdock Country Park Milngavie etc. and via the West £17,066 both pass through our ‘parish’. Highland Way to Killearn and Drymen. FUNDER Sustrans • Our success in ‘multi-agency  working’ with Stirling Council, £27,874 The new pathway completes the final link between residential the local access group, areas and vital amenities including the school, GP surgery, Duntreath Estates, our project FUNDER CSET (Clackmannanshire & Stirling Environment Trust) library and allotments. The path provides access for all by management consultants and replacing the narrow footway along the edge of a busy road, a range of local volunteers, £7,500 and for the first time allows wheelchair users to gain easy both within and out with the access to and from the residential area of Blanefield. Path Group. Attention was given to making the path suitable for wheeled transport by minimising gradients and water pooling, and maximising grip. The project fits with the following FVL LEADER Local LESSONS LEARNT Development Strategy objectives: PREPARING CLIMATE ACTIONS CLIMATE PREPARING • Having a Path Group to spearhead • Encouraging community ownership and management of assets. the project was really important to making the project happen. • Improving access, facilities, management and interpretation of the environment. • Nobody could have predicted the SUSTAINABLE DEVELOPMENT GOALS Covid-19 pandemic, but it did • Making links between communities, businesses, land managers impact on our timescales, to the and the natural environment. point that we are only just going to • Supporting communities to instigate and manage environmental complete the path before the close and heritage projects which increase the visitor appeal of of the LEADER programme. the area.

68 69 The project uses an interactive cycling map which has been populated with route and local business PROJECT ACHIEVEMENTS and service provider details, to create a leisure • Increased awareness of the leisure cycling trip planning resource. The map is hosted cycling tourism sector, and the on the VisitScotland.com cycling page. This project economic opportunities that this supported the creation and uploading of content presents for local businesses, relating to the southern section of the Lochs and communities and stake holders. Glens Way (NCN 7), between Glasgow and Pitlochry, as well as the creation of a suite of local Day Trips, • Local businesses have been PREPARING CLIMATE ACTIONS each with a downloadable route card. empowered to meet the needs of PROJECT AIMS visiting leisure cyclists through Name of Project: Back-office programming changes to the microsite will business upskilling webinars and offer an enhanced user interface and allow the website Initially to promote cycle tourism in rural Scotland to the workshops. This will lead to an to be promoted to international visitors by Scottish 32PROMOTION OF overseas market, in conjunction with Argyll & the Isles improved visitor experience, and stakeholders during a Learning Journey package to LEADER and Cairngorm LEADER. The programme of increased local economic vibrancy. Germany’s world-leading Eurobike 2020 event. Best CYCLE TOURISM IN marketing and promotion would provide visitors with a practice and innovation will be brought back to Scotland • Visibility of key leisure cycling multi-lingual online source of information and inspiration RURAL SCOTLAND by participating stakeholders for wider dissemination. routes across the FVL area has been about Scotland’s leisure cycling tourism offering. With A targeted marketing and promotions campaign will be improved through their inclusion on Applicant: the advent of the Covid19 pandemic the project was able delivered to the domestic market in partnership with the VisitScotland Interactive Map, for to shift its focus to the domestic UK and Scottish cycling SUSTRANS LTD VisitScotland. local residents, Scottish domestic, and market to make information about routes more accessible International visitors alike. and to tap into the increased interest in leisure cycling. The visit to the Eurobike Show could not happen due to www.sustrans.org.uk Covid19, so the project instead designed and delivered Specific to the FVL LEADER area, this project sought to: 4 webinar based ‘business up-skilling’ sessions, for • Increase awareness, usage and local economic vibrancy visitscotland.com/cyclingroutes businesses involved in cycle tourism within the three of the southern end of the Lochs and Glens Way cycle LAG areas: LESSONS LEARNT route (NCN 7) as it passes through the FVL LEADER area 1. Introduction to the Sustrans / VisitScotland Leisure • There is an appetite for knowledge en route from Glasgow to Inverness. FUNDER FVL LEADER Cycling Tourism Microsite. and skills acquisition amongst PREPARING CLIMATE ACTIONS CLIMATE PREPARING  • Bring economic and social benefits to a wide range of Scottish tourism businesses, which 2. Cycling Friendly Businesses – What does ‘good’ look like? £16,009 communities and businesses along the route and create can be built on in the future. a direct link between visitors and businesses. 3. How to successfully market your business to a leisure • Establishing clearly defined Project (£48,028 all LEADER) cycling audience. SUSTAINABLE DEVELOPMENT GOALS objectives, but maintaining a flexible FUNDER Sustrans 4. International Best Practice case study. approach as to how those objectives £10,000 A prioritized activity plan was then a greed, for the are met, is key to ensuring Project creation of promotional resources and activity based success – particularly in the ‘post on the webinar sessions, along with a budget for Covid-19’ era. expenditure on marketing activity in each area.

70 71 Name of Project: TYNDRUM COMMUNITY PROJECT AIMS PROJECT CYCLE PATH • To build a new section of cycle path from Tyndrum, ACHIEVEMENTS creating a new circular day route and connecting Applicant: • Once we got started the local businesses to the village. build went really well and LOCH LOMOND & THE TROSSACHS • To improve connections between local businesses was so well received by the COUNTRYSIDE TRUST and the village of Tyndrum. local community who are championing and developing PREPARING CLIMATE ACTIONS • To promote sustainable tourism through developing projects around the new path. www.trustinthepark.org outdoor recreation. • There were changes to the • To link to national level strategic projects and project which meant we had to FUNDER FVL LEADER FUNDER Sustrans encourage local residents and businesses to feel submit some change requests 33 connected along its route. £23,095 £158,372 to LEADER but that was pretty • To support the Strathfillan Community Development easy to do. Using LARCS was FUNDER Loch Lomond & The Trossachs FUNDER Loch Lomond & The Trossachs Countryside Trust Trust to manage its assets for the enjoyment and a challenge though but we got National Park Authority benefit of all. there in the end. £9696 • Our path opening took place £10,000 on 25 July 2017 and we had This project forms part of a phased plan to progress a huge turnout from the FUNDER Garfield Weston Foundation development of a new off-road cycle link between Tyndrum local community and other and Killin, an identified national priority route, which supporters. £10,000 will contribute to long distance paths and cycle networks and provide active travel opportunities. LEADER funded a project specific to building a new section of cycle path from Tyndrum, creating a new circular day route which connects LESSONS LEARNT local businesses to the village, encourages people to • Plan for more time than you spend time in the local area and helps strengthen the local

PREPARING CLIMATE ACTIONS CLIMATE PREPARING would expect from planning to economy. start of build stage. Once completed the route will be 1.35km in length and be maintained by a team of skilled local volunteers and promoted • Path building can feel piecemeal at times, but you SUSTAINABLE DEVELOPMENT GOALS locally through events and online. This project meets a range of the FVL LEADER Local Development Strategy goals need to start with the sections including developing a community owned asset, empowering where all your permissions and the local community and strengthening connectivity between funding are in place and build communities and businesses along the route, and increasing incrementally. Eventually all understanding of, and access to land, cultural heritage and the pieces will join up! environment by improving access and facilities.

72 73 Name of Project: It was identified that in Dunblane there was a need to open a new social enterprise which would promote WEIGH AHEAD BUSINESS PROJECT AIMS local sustainable zero-waste shopping, promote environmental awareness and create employment DEVELOPMENT • To support the opening of a new opportunities for individuals who may be currently Applicant: zero waste plastic free food shop in disadvantaged accessing the job market. Dunblane. Weigh Ahead Business Development received LEADER WEIGH AHEAD • To re-instate the shop frontage to funding to develop and promote a zero-waste and plastic enhance the local high street heritage free shop. Funding was used to enhance the shop front

https://weighahead.scot and to enhance the energy efficiency of to add ‘kerb appeal’ and entice shoppers whilst also PREPARING CLIMATE ACTIONS the property. enhancing the heritage of Dunblane high street. LEADER • To reduce the carbon footprint of the funding allowed the shop’s toilet facilities to be upgraded to make the premises usable and a community E-Cargo FUNDER business FVL LEADER FUNDER Stirling Council Community Pride Grant Bike was purchased to allow for an eco-friendly delivery 34 • To set up the ‘click ’n’ collect’ online service. Funding also enabled a fully functioning website £12,897 £1,500 service, online shop and delivery to be created to allow the business to expand into a service. ‘click ‘n’ collect’ service alongside regular deliveries and FUNDER Dunblane BID FUNDER Kiltwalk   • To provide volunteering and paid normal online selling. Separate funding was sourced to £500 £1,000 employment opportunities and training fund a staff position. to people who would otherwise find This project aligned to a range of objectives in FVL entering the job market difficult. FUNDER Firstport FUNDER Weigh Ahead LEADER’s local development strategy. £5,000 £4,897

PROJECT ACHIEVEMENTS LESSONS LEARNT We have made good progress by: • How long things take to bring to fruition, especially with the Covid-19 lockdown e.g. our • Upgrading our bathroom and boiler.

PREPARING CLIMATE ACTIONS CLIMATE PREPARING heritage shop front re-instatement has been on • Purchase of our new E-Cargo bike – hold for some time. already in daily use. • We have been really busy delivering and making • Working on our webpage with further up orders and the community has been amazing SUSTAINABLE DEVELOPMENT GOALS online purchasing planned. at supporting us during lockdown. As lockdown reduces, we hope that many new customers will keep coming back and that there will be a move towards more sustainable shopping.

74 75 This project complements in this area, and to inspire manager to deliver and promote the FVL Local Development new collaborations between the festival; feedback on the Strategy, with particular business sectors. event was very positive. focus on links with the natural In 2019 and 2020, the first Trans-national learning trips environment, sustainable Scottish Wild Food Festival were an integral part of the tourism and supporting the local food and drink sector. was developed and funded with project, with Scottish participants #Wildwonders involves trans- the 12 programme trainees at visiting Finland and Latvia to gain national cooperation with the heart of the activities on insight into how these countries offer. The festival also involved successfully incorporated wild partners in Finland, Latvia, PREPARING CLIMATE ACTIONS Lithuania and Scotland with wild other businesses and local food within their local food, drink food and foraging at its core. organisations, with attendees and tourism sectors. Finnish and enjoying a programme of Latvian visitors came to Name of Project: FVL LEADER contracted a foraging walks and workshops, leading foraging professional Scotland for the first Scottish 35#WILDWONDERS to deliver a foraging and wild a wild produce market place, Wild Food Festival and food training programme to 12 food demos, and a wild lunch. participated in workshops with Applicant: LEADER funded a PR and Event the Scottish trainees. FVL LEADER LOCAL trainees to increase their skills ACTION GROUP PROJECT AIMS PROJECT www.fvl.org.uk • To put the FVL LEADER area on the map as a place to ACHIEVEMENTS experience the joys of foraging and wild food. • Foraging enterprises and new FUNDER FVL LEADER • To support sustainable tourism and the local collaborations developed. food and drink sector by linking people with their £71,082 natural environment, and encouraging collaboration • New business ‘network’ has between food and outdoor activity businesses and emerged with the 12 trainees LESSONS LEARNT accommodation providers. continuing to learn and work together post LEADER project. • To allow a budget for a website for the festival in PREPARING CLIMATE ACTIONS CLIMATE PREPARING • To encourage the exchange of ideas and business models between partner countries to establish • The Scottish Wild Food the planning stage – the first festival didn’t have a benchmark activities and explore opportunities for Festival has attracted local, dedicated website, which limited the marketing reach wild food events and training courses. national and even overseas of the festival. SUSTAINABLE DEVELOPMENT GOALS visitors. It looks likely that • The selection process for the Wild Food Training the festival will continue Programme was crucial and proved so valuable – the under new management post passion and commitment of the 12 participants and LEADER. their businesses are the real legacy of this project.

76 77 Name of Project: BANNOCKBURN PROJECT HOUSE – PHASE 1 ACHIEVEMENTS Applicant: • Established a community controlled governance structure

BANNOCKBURN FOSTERING PARTNERSHIP WORKING • Established the full range of HOUSE TRUST operational systems necessary for running a major attraction www.bannockburnhouse.scot • Opened the House to thousands of local people with upwards of 100 FUNDER FVL LEADER events 36 • Prepared a business case for Stirling £153,000 PROJECT AIMS City Deal accepted by Stirling Council FUNDER Heritage Lottery Fund • Prepared a 10-15 year master plan  • To ensure Bannockburn House (BH) is open and for House and Estate redevelopment £39,000 available for the use and enjoyment by local people. • Levering a range of funder investment. FUNDER Big Lottery • To build a strong community-driven organisation (BHT). Bannockburn house is an A listed building that was £56,500 privately owned and put on the market in 2016. • To improve and maintain the house, its contents There was near unanimous community support to and grounds, in line with community wishes and FUNDER Scottish Land Fund purchase the house for public use, Bannockburn with regard to the advice of heritage professionals. LESSONS LEARNT £45,000 House Trust (BHT) was established to facilitate this. • To encourage public access to the house and Funding was awarded to develop organisational • Cash flow management for those grounds for purposes of leisure, heritage and capacity within the Trust in order to successfully FUNDER Architectural Heritage Fund funds which pay in arrears. cultural activities, learning, health and well-being. manage a community led renovation and operation of • Expectation management with • To create a visitor attraction that generates income the House and grounds. This involved an element of £12,500 local community over speed of and employment. PR; business planning to develop time plans and cash

FOSTERING PARTNERSHIP WORKING PARTNERSHIP FOSTERING refurbishment. flow projections; and bids to secure capital funding • To initiate, develop and facilitate a range of for the development of overnight accommodation and • Managing the tensions between SUSTAINABLE DEVELOPMENT GOALS community projects and activities at BH, providing visitor facilities. benefit to the local community. professional and voluntary roles. LEADER funding supported improvement of visitor • To secure all necessary funding and support to • Underestimating the servicing access through temporary facilities and also allowed protect and conserve the house. requirements of funders. delivery of a full programme of tours, events, and community led volunteer projects.

78 79 Name of Project: FALLS OF LENY VISITOR PROJECT AIMS DESTINATION: DELIVERING • To deliver capital works to enhance the carpark at Bochastle, the gateway to the Falls THE HERITAGE HUB of Leny and other points of historical interest. Applicant: • To create a heritage hub offering FOSTERING PARTNERSHIP WORKING interpretation and information on the LOCH LOMOND & THE surrounding area. TROSSACHS NATIONAL • To provide a facilities that will encourage PARK AUTHORITY tourists to stay in the area for longer and attract new audiences. FUNDER FVL LEADER 37 www.lochlomond-trossachs.org • To be accessible to all age groups and £100,000 abilities. PROJECT ACHIEVEMENTS FUNDER National Lottery Heritage Fund www.callanderlandscape.org • To present a talking point and theme to Callander as unique visitor experience. • After many delays and hurdles, the £33,680 car park is now complete, increasing the car parking spaces to 29 from 14. This project forms part of an ambitious multi- stakeholder plan to reinstate and regenerate the • The car park will become a heritage Falls of Leny Visitor Destination and help establish hub for the Callander Landscape Callander as the outdoor capital of the National Park. Project as well as an entry point for As well as doubling the number of car parking spaces Leny Falls and Ben Ledi. at Bochastle to 29, improved pathways will be laid and interpretation and signposting will be installed to promote Samson’s Stone, Dunmore Hill Fort and local Roman sites of interest. As a direct result of these improvements, access to National Cycle Route 7 (NCR7) and to walking routes up Ben Ledi will be LESSONS LEARNT

FOSTERING PARTNERSHIP WORKING PARTNERSHIP FOSTERING improved. Do your detailed design The project aligns closely with the FVL Local work and get your planning SUSTAINABLE DEVELOPMENT GOALS Development Strategy priorities of sustainable tourism; permissions in place before environmental landscape, and community empowerment approaching funders as cost and projects by developing facilities and access routes that detail can vary hugely between contribute to the communities drive to become a valued outline design and build stage. destination, rather than just a place synonymous with day tripping and short visitor stay.

80 81 Name of Project: LOCAL FOOD AND DRINK PROJECT AIMS PROJECT ACHIEVEMENTS

COORDINATOR • To increase the range and number • Production of Alive with Local Food Applicant: of local food production, processing Strategy, a well researched strategy and retail outlets and marketing focusing on support for the local food and

FVL LEADER LOCAL opportunities in the area. drink economy. FOSTERING PARTNERSHIP WORKING ACTION GROUP • To encourage businesses to work • Supporting the setting up of Local Food collectively to develop the local food Business Network to increase the visibility and drink sector and the local economy of local food businesses and facilitate www.fvl.org.uk/localfood/ by promoting the FVL area as a locality better collaboration between businesses. of outstanding and varied food. FUNDER FVL LEADER www.forthvalleyfoodanddrink.org.uk • Establishing a Forth Valley Food Festival to 38 • To employ a Local Food and Drink become an annual promotional campaign £93,000 Coordinator to develop and begin to celebrate local food businesses and give to implement a Local Food & Drink visitors a chance to experience local food. FUNDER Stirling Council Economic Strategy, facilitating project aims. • Creation of a showcase food and drink £42,000 website for the area. FUNDER Loch Lomond and the Trossachs  The FVL LEADER Local Action Group identified National Park Authority an opportunity to develop a more strategic approach to supporting the local food LESSONS LEARNT £1,000 and drink sector. A Local Food and Drink Coordinator role was created to develop ‘Alive • Recognising that developing a thriving with Local Food’ – a Strategy to support the and resilient local food economy is local food economy in and work in partnership complex activity with economic, social and with regional stakeholders. environmental spheres interconnected. Alive with Local Food is a snapshot of the food • During the project it became apparent and drink sector in the region, and is meant as a that the most effective route was to take a systemic approach to project activities, such

FOSTERING PARTNERSHIP WORKING PARTNERSHIP FOSTERING strategic road map for those who want to support a more vibrant and resilient local food economy. as supporting opportunities that also deliver SUSTAINABLE DEVELOPMENT GOALS The Strategy identifies four key opportunities to on social or sustainability outcomes. realise our vision for food and drink with clear • Food and drink businesses are run by very objectives and actions associated with each. busy people and have little time to spare for These are: ‘A Vibrant Local Food Economy’, non-core business activities. ‘Investing in People’, ‘Shaping a Resilient Future’, and ‘Showcasing & Celebrating’.

82 83 Name of Project: JOHN MUIR WAY: PROJECT AIMS PROJECT ACHIEVEMENTS

PROJECT ONE • To promote the John Muir Way (JMW) as • Marketing strategy developed and MARKETING AND BUSINESS a key tourism asset. delivered through social media • To gather market knowledge and engage advertising, paid search campaigns,

ENGAGEMENT businesses along the route. new photography, video campaigns FOSTERING PARTNERSHIP WORKING Applicant: and website development. • 82% growth in website visitors, 345% GREEN ACTION TRUST Together with 4 other LEADER areas and the 9 increase in Facebook followers and a Local Authorities through which the JMW passes, new Instagram channel. greenactiontrust.org FUNDER FVL LEADER the first project funded a new two-year post – a • Route passport launched with 62 39 JMW Marketing and Business Engagement Officer businesses involved as retailers, £18,492 johnmuirway.org – with related budget to develop and deliver a Stamping Stations or running (Total LEADER £92,461) marketing plan to increase use of the JMW and Passports Welcome offers – driving engage businesses in promoting the route. footfall to these businesses. The projects were delivered between March 2018 and February 2021.

LESSONS LEARNT • The project has been essential to build momentum in promoting the JMW. • While awareness of the route has increased among walkers, cyclists and businesses, there is still a long way to go, and activity needs to continue. FOSTERING PARTNERSHIP WORKING PARTNERSHIP FOSTERING • Prioritising outputs that serve both SUSTAINABLE DEVELOPMENT GOALS businesses and route users has delivered greatest impact, such as passport, business listings.

84 85 Name of Project: JOHN MUIR WAY: PROJECT PROJECT TWO AIMS CREATING A SUSTAINABLE • To generate revenue towards core costs of

INCOME STREAM AND managing the JMW. FOSTERING PARTNERSHIP WORKING DEVELOPING THE BRAND • To develop the Applicant: values and potential of the JMW brand. GREEN ACTION TRUST • To increase footfall, FUNDER FVL LEADER spend and benefit 40 www.greenactiontrust.org to businesses along £29,640 the John Muir Way. (Total LEADER £144,583) www.johnmuirway.org • To collect up-to- date data, and a repeatable method, for monitoring use of the route.

PROJECT ACHIEVEMENTS LESSONS LEARNT

• New ‘Plan Your Trip’ website section offers enhanced • Revenue-generation promotion to businesses and improved information for activities require resources route users. to deliver them and ongoing

FOSTERING PARTNERSHIP WORKING PARTNERSHIP FOSTERING route promotion. • A range of branded merchandise created for sale online and in retailers along the route. • Data on users and economic SUSTAINABLE DEVELOPMENT GOALS impact is essential to • The revenue generation business plan provides a making the case to support toolkit of other initiatives which can be implemented the JMW. when Covid recovery allows.

86 87 FVL LEADER funding will enable contractors to be appointed who will support the FVL LEADER Local Action Group (LAG) deliver a series of activities to help plan for the future: • Production and collation of 55 individual project case studies arising from the FVL LEADER programme 2014 – 2020, to form a Celebration Legacy Brochure. FOSTERING PARTNERSHIP WORKING • Population of an interactive pin-point map and summary of case studies for display on the FVL LEADER website. • Facilitation of a series of 5 community sessions and Name of Project: output report of findings. 41FVL LEADER • Creation of a video to be used in the community events, based on interviews with a selection of LEGACY PROJECT PROJECT AIMS previously funded LEADER projects. Applicant: The aim of the project is to prepare communities and These activities will help identify actions and priorities businesses in the FVL LEADER area for a period of which will be grouped under 5 themes developed by PROJECT ACHIEVEMENTS FVL LEADER LOCAL change brought about by the closure in 2020 of the the FVL LEADER LAG and closely aligned to the UN • Total 59 grant awards were made, and current LEADER programme and the withdrawal of SDGs. project support given to 56 community ACTION GROUP EU funding as a result of Brexit. The recent Investing time now to focus on anticipated future groups, small businesses and farms declaration by many Scottish Local Authorities of a priorities will mean the FVL LEADER area is primed to www.fvl.org.uk over the last 6 years. Climate Emergency, and ongoing impacts of Covid-19 move quickly as new funding streams come online and also contribute to the period of uncertainty. can adapt more effectively to change. • This legacy project has used video, The project seeks to bring together FVL LEADER workshops and online materials to FUNDER FVL LEADER stakeholders to plan for the future and position the illustrate how the grants dispersed area to bid for funds that may become available over over the period of the LEADER £18,015 the next 3 years. The UN Sustainable Development programme have had a significant Goals (SDG) will be used as a tool for discussion, LESSONS LEARNT impact on the rural economy in our coupled The single most insightful lesson learned area. FOSTERING PARTNERSHIP WORKING PARTNERSHIP FOSTERING with the learning and experiences gained through is that small value grants, well targeted • By summarising each project and previous FVL LEADER programmes and projects. and supported by professional staff have a SUSTAINABLE DEVELOPMENT GOALS documenting their achievements it significant impact on the rural economy and has been possible to show how a produce a legacy that outlives the programme LEADER style of intervention supports and points a way for small scale rural achieving many of the UN Sustainable Covid-19 recovery. Development Goals.

88 89 PROJECT AIMS PROJECT • To support delivery of an ambitious and ACHIEVEMENTS commercially sustainable tourism and heritage • The successful submission attraction. of the Scottish Government • To maximise LLSC’s limited resources and fully Regional Capital Grant Fund FOSTERING PARTNERSHIP WORKING realise the potential of the project by providing application was a major additional staffing capacity specifically in relation to achievement given our limited project management, marketing and administration. personnel resources. Name of Project: • Support the project management by pulling • The successful delivery a together the detailed Heritage Lottery Fund very complex and technical 42MAID OF THE LOCH - Stage 2 bid. Phase One restoration and ENHANCING THE LOCH • To promote LLSC’s existing digital/social media refurbishment of the Maid of the presence and fundraising campaign and expand Loch. This was accomplished LOMOND EXPERIENCE into new and wider audiences. within the £1.2 million budget, and represented another Applicant: • To provide technical expertise and drawings, and carry out research on relevant heritage issues. significant achievement. LOCH LOMOND • The PR support culminated with our opening event media STEAMSHIP COMPANY The overarching aim of LLSC is to restore PS Maid of the coverage reaching a total of (LLSC) Loch (MotL) and enhance the ‘Loch Lomond Experience’ to 6,128,596 people. provide a world-class destination for local communities and visitors alike. • Social Media support delivered www.maidoftheloch.org top posts on Facebook reaching The new project will create a sustainable tourism and heritage 79,255 people and on Twitter attraction and 7/8 new jobs, encourage inward investment 26.9k impressions. and provide community involvement and public learning FUNDER FVL LEADER opportunities. To help facilitate the delivery of the complex project, LLSC applied for FVL LEADER funding to co-fund FOSTERING PARTNERSHIP WORKING PARTNERSHIP FOSTERING £44,299 staffing costs (equivalent to 1 Full Time Employee) in the fields of project management, marketing and administration. LESSONS LEARNT FUNDER Scottish Enterprise SUSTAINABLE DEVELOPMENT GOALS LEADER’s support enabled LLSC to comply with the grant You can never have enough people £44,299 requirements and deadline of the Heritage Lottery Fund and or resources. In addition, you need the Scottish Government’s Regeneration Capital Grant Fund to know your own limitations. and also to support project delivery. Thanks to additional contribution to social media and PR, it has considerably raised public awareness and the profile of LLSC’s Project.

90 91 Name of Project: WEST HIGHLAND WAY: A PROJECT AIMS PROJECT MORE SUSTAINABLE FUTURE The project aim is to establish new commercial systems ACHIEVEMENTS to ensure the long-term economic sustainability of the Applicant: • The project has West Highland Way and businesses and communities made tremendous

that depend on it. FOSTERING PARTNERSHIP WORKING LOCH LOMOND & THE headway with brand TROSSACHS NATIONAL Funding was sought to appoint a project manager for development including 12 months with a remit of delivering business planning, trademarking of its hero PARK AUTHORITY commercial development and marketing activities. logo; introduction and A proportion of funding was ringfenced for website usage guidance of 40th development; brand development and marketing, retail FUNDER FVL LEADER www.lochlomond-trossachs.org anniversary logo and 43  and product activity; and business engagement. domain protection. £23,338 www.westhighlandway.org • Despite Covid-19, stakeholder engagement FUNDER WHW Management Group has been achieved via The West Highland Way Management Group identified a need to two business workshops £10,000 build upon existing business and marketing initiatives and also before lockdown; to develop key income-generating areas to ensure the long-term continued video sustainability of the operation. This is vital not only to ensure meetings and a closed the financial resource is available to cover ongoing fixed costs Facebook group plus such as web hosting, but also to ensure that investment costs are regular online updates. covered and that monies are raised towards upkeep of the route. • Social media, website Delivery of this project will bring benefits to walkers and businesses along the entire Route by: messaging and a new video have raised WHW • Improving the West Highland Way “experience”, including awareness. celebrating the 40th anniversary; • increasing local business engagement with the product and in turn, increasing sales for the businesses; FOSTERING PARTNERSHIP WORKING PARTNERSHIP FOSTERING • increasing overall awareness of the brand and its commercial LESSONS LEARNT SUSTAINABLE DEVELOPMENT GOALS positioning domestically and abroad. The key lesson: retain • increasing opportunities to generate income towards the Route. flexibility and creativity in delivery, especially during The project fits with several of the objectives and priorities contained a pandemic. within the FVL LEADER Local Development Strategy (LDS) as well as Argyll & Islands, and Highland LDS objectives.

92 93 Name of Project:

BARRWOOD CAMP-GROUND PROJECT AIMS SOCIAL INCLUSION AND ADDRESSING INEQUALITIES EXTENSION PROJECT • To develop facilities and paths, and enhance PROJECT Applicant: biodiversity to allow customers and members of the public to access a previously inaccessible area ACHIEVEMENTS THE BARRWOOD TRUST of the Barrwood. • The infrastructure provided by • To divert footfall from degraded areas of the this project has proved very https://barrwood.frscouts.org.uk/ Barrwood to allow them to regenerate by resting attractive to our customers or them over a prolonged period. all ages and abilities, and has been well used over the last eighteen months. FUNDER FVL LEADER FUNDER Robertson Trust FUNDER Stafford Trust • The Trust is experiencing 44 The Barrwood is regularly used by Scout Scotland and £41,635 £15,000 £10,000 the public, and is owned, maintained and operated by the increased residential use by youth groups, all of whom FUNDER The Barrwood Trust FUNDER Gannochy Trust FUNDER CSET Barrwood Trust. As a result of considerable growth and  use over the last decade, some parts of the Barrwood enjoy more active outdoor £11,113 £10,000 £5,750 showed significant signs of degradation in terms of experiences when present. deranged drainage, soil compaction, and soil erosion. • Increased day visitor numbers The Estate wanted to reduce visitor numbers to these and more walkers passing areas and divert them to a newly formed recreational through have also been noticed. activity site. • There has been no significant Following a feasibility study, funding was awarded to open follow-up work required and up new areas of the estate to visitors by building forest the new trees have grown well. roads and footpaths allowing greater flexibility of walking routes and leading to a new camping and activity area. Fully accessible composting toilets, a timber shelter building, and an extended water supply system were constructed for the benefit of visitors. Three new plantations of native broadleaf trees were also planted to provide shelter to the camping LESSONS LEARNT areas and walkers. • There is a need to consider SUSTAINABLE DEVELOPMENT GOALS This project aligned with Stirling Council’s Local Plan weather and other factors by providing a new recreational facility and access to a impacts on estimated woodland environment within a short distance of a new completion dates provided large-scale housing development. by contractors. SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL

94 95 Name of Project:

BRAEPORT CENTRE PROJECT AIMS SOCIAL INCLUSION AND ADDRESSING INEQUALITIES REDEVELOPMENT • To produce a feasibility study and FEASIBILITY STUDY obtain technical assistance for the expansion and redevelopment of the Applicant: Braeport Centre, Dunblane. DUNBLANE DEVELOPMENT • To provide a detailed specification to TRUST allow capital works to be procured. PROJECT ACHIEVEMENTS • In depth consultation with Centre users, DDT members, the local community and www.dunblanedevelopmenttrust.com FUNDER FVL LEADER The Braeport Centre is a valuable asset which other local facilities to determine the 45 provides secure essential services for the local priorities for the redevelopment. £10,288 community in Dunblane. Dunblane Development • A feasibility study with four designs for the Trust (DDT) sought to redevelop and expand the redevelopment of the Braeport Centre from FUNDER Dunblane Development Trust facilities available in the Centre to accommodate which a preferred option was chosen. flexible workspaces, and to allow services for £10,288 older people and people with dementia to be • Detailed plans with full costings were delivered. prepared for the preferred option along with financial projections and possible LEADER funded a feasibility study for this project, funding sources for the capital cost of the which included advice from an architect, structural redevelopment. engineer, quantity surveyor, and other professional services. Local contractors were procured using a competitive tendering process. The final output of this work was a project and funding plan to allow the Braeport Centre to begin developments and LESSONS LEARNT provide essential services to the community and become more sustainable. • The main lesson we learned was the need to be more prescriptive with our requirements for the competitive tendering process as we were inundated SUSTAINABLE DEVELOPMENT GOALS with applications for the choice of design team to undertake the study. • We would also prefer to have more control

SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL over the choice of any sub-contractor.

96 97 The development and promotion The Officer liaised with relevant of the market and come forward of cycle tourism across the partners and businesses to with their own projects.

inform an audit of current SOCIAL INCLUSION AND ADDRESSING INEQUALITIES Forth Valley & Lomond area Cycle tourism was promoted infrastructure in the region was identified as a priority by through the development and identify key gaps and the LEADER Local Action Group of a new cycling website opportunities. within its Local Development developed in partnership with Strategy and by the National Improved access, facilities, VisitScotland and Sustrans, and Park. In particular, there was information and interpretation by co-ordinating ‘themed routes’ a need to attract more visitors for cycling is required in order for leisure cyclists, celebrating both in and out of peak season to increase the visitor appeal other draws to the area such and to fill gaps in cycling of the area. By promoting the as food and drink, culture and infrastructure to benefit local cycle tourism offer across the heritage. A 5-year action plan communities. Name of Project: area, the project can support for infrastructure, route and To meet this need, a Cycle and encourage businesses and event development in the area 46FVL CYCLE TOURISM Tourism Officer was recruited. communities to see the potential was devised. OFFICER Applicant: FVL LEADER LOCAL PROJECT ACHIEVEMENTS LESSONS LEARNT • Development of an ebike campaign (“Ebike Smile”) • One of the key lessons has been to ACTION GROUP launched with joint promotion with the focus on a small number of priority Countryside Trust. projects with measurable outcomes. www.fvl.org.uk PROJECT AIMS • Recognition of cycling as an inclusive activity and • Although primarily a marketing project, • To recruit a Cycle Tourism Officer. development of some all abilities routes. we have learnt that we have a role to play in infrastructure developments FUNDER FVL LEADER • To develop and promote Cycle Tourism in the Forth • National Cycle Route 7 (Lochs and Glens South)  and a series of day trips now part of the from the perspective of all visitors, Valley and Lomond Area. £111,108 VisitScotland website and featured in national and and are ideally placed to work with • To gather knowledge and provide a central point to international campaigns. local stakeholders and businesses, as FUNDER well as Sustrans, to enhance existing Sustrans analyse information regarding cycle tourism and • Working with local partners including Bike cycle infrastructure projects. routes to become ‘all ability access’ Trossachs, Dukes Weekender, Forestry and Land day trips. A key section of cycle route, £20,778 Scotland and Loch Lomond and Trossachs National • To develop a 5-year action plan of cycling priorities from Callander to Strathyre, has been Park, to develop 3 gravel trails around Aberfoyle SUSTAINABLE DEVELOPMENT GOALS for the local area based on the knowledge identified as an ideal location, although and promote the area as a top gravel riding gathered. needing some improvement to make destination. • To work with partners across the region and the route accessible for adapted bikes • Working with local businesses to organise the SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL beyond to address gaps in cycling provision in and improve pinch points. production of a cycle map for visitors. order to connect communities and attractions.

98 99 Name of Project:

GARTNESS GLAMPING PROJECT AIMS SOCIAL INCLUSION AND ADDRESSING INEQUALITIES

Applicant: • To erect two glamping pods that will provide affordable and accessible accommodation for visitors HJ & IM DUNCAN to the area. • Encourage visitors to become more aware of the day PROJECT FUNDER FVL LEADER to day life on a working farm. ACHIEVEMENTS • To diversify the existing livestock farm business and £25,000 reduce reliance on a single income source. After a long delay we have finally been successful with FUNDER Own Funds • To provide a sustainable income source for the future our planning permission and 47 £25,146 generations of the family business. works can soon start on site.

Given the financial uncertainty of livestock farming in the immediate future, the applicant identified a need for another income source that did not solely rely on agriculture. The idea LESSONS LEARNT of “Gartness Glamping” came about when it was noticed that there was already a steady stream of visitors in the area and a • With hind sight a pre- known shortage of this type of accommodation locally. planning application to the planning authority An application for planning permission has been lodged to erect would have been useful. four fully equipped pods in a rural location at the southern end • Being prepared for of the National Park at the point where the West Highland Way delays and unexpected (WHW), The John Muir Way (JMW) & National Cycle Route 7 happenings that can delay (NCR7) all converge and close to the village of Gartness. This progress. gives limitless opportunities for cyclists, walkers and other outdoor enthusiasts, whether it is for a one night stay or for a • Applying to LEADER longer visit. right at the end of the programme and as we’re The project supports local sustainable tourism, provides job leaving the EU isn’t ideal SUSTAINABLE DEVELOPMENT GOALS opportunities, builds economic resilience and encourages the as it means we are under transfer of skills between different age groups in terms of quite a bit of pressure and business management and farm diversification. All of these uncertainty as to whether outcomes fit with the FVL Local Development Strategy. SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL we will complete in time.

100 101 The Trust have identified a need to help elderly residents make the transition from independent PROJECT AIMS living to that of a care home less daunting. By SOCIAL INCLUSION AND ADDRESSING INEQUALITIES constructing 4 suitably equipped cottage type units, • To construct 4 cottage type units elderly residents can live semi-independently with and a communal area where the support of Care Trust staff, before they feel elderly residents can live semi- comfortable enough to move into the care home. independently with the support of The Trust also plans to build a communal area to the staff within the Falls of Dochart allow integration with the wider community and Retirement Home. businesses. • To support and provide services for Construction of these cottages also supports the LAG the elderly in the community. Local Development Strategy, with specific reference Name of Project: • To create additional employment to supporting the local economy, employment 48KILLIN CARE opportunities. opportunities, and community cooperation. • To purchase the land required The Trust obtained LEADER funding to take forward COTTAGES – PHASE 1 adjacent to proposed project site. business planning detailing strategies, community Applicant: benefits and employment opportunities created by • To prepare land for proposed project. the cottages. A design and costing exercise were KILLIN CARE TRUST • To development a business/project also funded, alongside preparation of the proposed plan for Phase 2 (project build). construction site. The purchase of additional land and FUNDER FVL LEADER construction was due to be completed by December £11,768 2019, this was financed from other sources.

FUNDER Own Funds £12,000 PROJECT ACHIEVEMENTS • Producing a business plan and funding strategy that evidenced a requirement for the project. LESSONS LEARNT • Site was cleared and surveyed ready for planning and Direction and guidance from building. the LEADER team has been invaluable to the project so far SUSTAINABLE DEVELOPMENT GOALS • The project gave a boost to village showing that KCT and has given confidence to have a continued development plan for the Care Home additional funders who are now and staff. coming forward in support of the

SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL project.

102 103 Name of Project:

KILLIN MUSIC PROJECT AIMS PROJECT SOCIAL INCLUSION AND ADDRESSING INEQUALITIES FESTIVAL 2016 • To re-establish a successful and financially ACHIEVEMENTS Applicant: viable music festival for the benefit of • The festival went tremendously well. communities, businesses and visitors. KILLIN MUSIC FESTIVAL • We sold 100% of tickets for the • To form a strong partnership involving Friday night and 80% for the as many groups within the community as Saturday. www.killinmusicfestival.com possible, ensuring the festival is socially inclusive. • In the run up to the festival, the local choir teacher and a Festival • To improve the local economy and promote committee member went into the FUNDER FVL LEADER FUNDER Bridge of Lochay FUNDER Own Funds Killin as a visitor destination. primary school for 8 weeks and 49 taught the children songs. The £3,306 £350 £206 children then performed their songs in the Falls of Dochart Retirement FUNDER Stirling Council FUNDER Angling Club FUNDER Killin Hotel Killin played host to one of the best folk festivals in Home which went down really well. £1200 £1,000 £350 Scotland in the 1990s, unfortunately it came to an • We also ran a poster competition in end in 2003, mainly due to a lack of organisational order to promote the festival. The FUNDER KAT Grant support. The village was in need of a pivotal event winning drawing was included in the £200 to bring people together, encourage business, and festival programme and all posters promote tourism. Similar one-off folk events, held in were displayed in the Festival shop, the village, showed there was an interest and desire which was a great way of involving for this type of music. This was confirmed by the the community. response from a public meeting which proved that the community was very keen to re-introduce the festival. LEADER funding was put towards marketing in order to raise awareness of the festival’s revival, to encourage LESSONS LEARNT music fans who used to attend and also to entice new audiences for the first time. Marketing materials included: We also spoke to the organisers of posters, road side banners, local and national press Mugstock which is another festival advertising, programmes, and social media. A visitor not too far away and they shared SUSTAINABLE DEVELOPMENT GOALS survey was also commissioned, the results of which their visitor survey which we used allowed the festival to gauge the economic impact and and found useful. So that’s a good target audience for future festivals. lesson – find out what is happening

SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL around you and pick their brains!

104 105 It was identified that with the introduction of the SOCIAL INCLUSION AND ADDRESSING INEQUALITIES National Park Authority’s seasonal camping ban in 2017 would exacerbate the shortage of low-cost PROJECT ACHIEVEMENTS camping facilities on loch shores. This provided the Steamship Sir Walter Scott Trust with an • Created 3 new jobs and safeguarded opportunity to generate additional income to 24-year round, and 28 seasonal jobs. support their charitable objectives. • The eco pods achieved a year-round The Trust upgraded a former restored a former Glen occupancy of over 80% in the first year of Finglas tunnel waste infill site in a Site of Special operation. Scientific Interest and within it installed 8 eco • It was identified as an exemplar by camping pods, one of which is specifically designed Name of Project: Glamping International and featured for disabled access with a wheelchair. Alongside as the main promotional image for the 50ECO CAMP AND these pods, 8 camping pitches, a toilet block and International Glamping Show in 2018. shower were also installed. In the existing coach/ • It has acted as a showcase site for other ASSOCIATED PROJECT AIMS car park, 12 camper van hook-up points were also glamping developments in the National created and the public toilet facilities upgraded to • To establish a new revenue stream to support the Park and in other parts of Scotland. INFRASTRUCTURE AT include disabled toilet and shower facilities. charitable objectives of the Sir Walter Scott Trust LOCH KATRINE of maintaining the 120 year old steamship, Sir The project aligned with numerous local and Applicant: Walter Scott. national strategies including the Loch Lomond and Trossachs National Park Plan, Tourism Scotland • To enhance the appeal and attractiveness of Loch 2020, FVL LEADER Development Strategy, and LESSONS LEARNT STEAMSHIP SIR Katrine as a visitor destination. VisitScotland Tourism Development Framework for WALTER SCOTT TRUST • To provide a unique and high-quality Scotland. • It was a complex project with accommodation experience, located within Glen almost 100 conditions imposed by These high-quality facilities help to enhance visitor www.lochkatrine.com the planning authority and Scottish Finglas tunnel infill site, on the shores of Loch experience to enjoy the magnificent environment of Water due to the environmental Katrine. Loch Katrine in a sustainable manner and contribute sensitivity of the site which led to • Contribute to the enjoyment of Britain’s second to the National Park’s Your Park camping initiative. substantial additional costs linked FUNDER FVL LEADER largest National Nature Reserve in a sustainable manner. to higher specification for the site £50,000 infrastructure. • We should have simplified the FUNDER SUSTAINABLE DEVELOPMENT GOALS Own Funds number of cost estimate headings £138,200 in our application submission which would have reduced our

SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL administration time.

106 107 The MugStock Festival is a 3-day event of music, SOCIAL INCLUSION AND ADDRESSING INEQUALITIES arts and outdoor activities run by a volunteer team of professional events producers. The PROJECT ACHIEVEMENTS flagship event at Mugdock Country Park is now well established and attracts new and repeat Our engagement with volunteers and visitors each year. To add further community residents in the area has been boosted benefit value to the Festival, an opportunity was by the project, and while our attendance realised to support local people seeking a career numbers were down due to the weather in the Event and Creative sectors, and to foster our presence and public awareness levels economic growth. have continued to grow, and the support of the LEADER funding has allowed us to Name of Project: In 2016, several project-based internships for young provide an improved volunteer experience PROJECT AIMS people were successfully piloted and following on across the board. MUGSTOCK51 FESTIVAL from their success, in 2017 the organisers offered • To involve and empower rural communities - (INCLUDING PROMOTION & MARKETING) a full Skills Development Programme. In total working with businesses and the community for 8 internships and 100 volunteer positions were the benefit the local economy and to increase Applicant: created with the purpose of developing individuals’ tourism to the area. skillsets, sharing experiences and improving access MUGSTOCK LTD • To improve skill-sets of young people – increasing to employment. Internships included positions in LESSONS LEARNT production; artwork/décor; media/film; market training opportunities for volunteers and interns • Running an event in this part of research; trader liaison and volunteer engagement. www.mugstock.org and create clearer pathways to employment and Scotland can be challenging because minimising out-migration. Volunteering opportunities included stewarding, of the weather and you need to have • Provide support to interns and volunteers - artist liaison; performing; box office; car park some wet weather plans, even in the MUGSTOCK FESTIVAL ensuring they gain relevant experience towards management; site build and decoration. In addition, Summer. meetings with local businesses were held to their goals. • Having a volunteer survey as well as develop trade relations and explore sponsorship FUNDER FVL LEADER £3,060 a visitor survey was a great way of • To promote and offer commercial opportunities to opportunities. (Total LEADER £5,100) local businesses through sponsorship, trade and getting feedback. FVL LEADER funding also covered the costs of programme advertising. • We struggled to recruit interns and FUNDER Event Scotland recruiting a press officer and rolling out a targeted  £500 we think this was because we didn’t • To increase the number of visitors to, and online and printed marketing campaign. The allow enough time to do this and FUNDER Own Funds £2,268 participants in, the MugStock Festival. campaign was audience specific and forged links it wasn’t well timed with colleges between stakeholders such as local communities, working towards summer breaks. SUSTAINABLE DEVELOPMENT GOALS visitors, businesses and land managers. PROMOTION & MARKETING Our learning is to work more closely with the colleges! FUNDER FVL LEADER £3,277 SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL FUNDER MugStock ticket sales £1,278 FUNDER Arts & Businesses £2,000 108 109 Our Little Outdoor Classroom will increase the childcare capacity within Killearn and the PROJECT AIMS surrounding area which evidence shows is in SOCIAL INCLUSION AND ADDRESSING INEQUALITIES demand. It will avoid parents/carers looking out • Refurbish a disused building and bring it with the area for wrap-around childcare, boost the back into productive use as a childcare local economy by employing part time staff and facility and community hub. help to sustain a vibrant and active community. • To set up a wrap-around care service for A range of resources and equipment will be available pre-school and primary school age children that offer children of all ages and learning abilities in Killearn and the surrounding area. a mentally stimulating experience and opportunities • To create a relaxing and inspiring indoor to take part in outdoor activities that align with space and stimulating outdoor space to the Curriculum for Excellence and Curriculum for Name of Project: enable children to relax, interact and take Excellence through Outdoor Learning. part in creative activities. 52OUR LITTLE OUTDOOR Making the space available as a flexible meeting • Create a facility that provides educational venue for local groups and families will enrich the CLASSROOM outdoor workshops for children of primary sense of community and offer additional facilities to school age. this rural village. Applicant: • Bring added benefit to the venture by The project meets FVL LEADER Local Development OUR LITTLE OUTDOOR making the venue available to groups Strategic Objective of ‘Supporting the Communities and families e.g. for committee meetings, of Forth Valley and Lomond Area to Become CLASSROOM children’s parties and seasonal workshops. More Sustainable.’ www.ourlittleoutdoorclassroom.co.uk

FUNDER FVL LEADER  PROJECT ACHIEVEMENTS £23,408 LESSONS LEARNT • 63 more registered families due to start; • I have learned so much throughout the FUNDER Own Funds • Employing 6 members of staff from the local process and was definitely out of my area and helping the local economy; ‘comfort zone’ but have adapted and risen £23,408 to the challenges, become more patient • Opening another Out of School Club in Fintry in and resilient, and realise that some things SUSTAINABLE DEVELOPMENT GOALS August 2020; just take time! We’ve received a lot of • Enabling many parents/carers to return to positive feedback and when we reopen work or change work patterns because they after Covid, we will continue in the

SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL now have access to local childcare. same way.

110 111 Name of Project:

THE STOMPING PROJECT AIMS PROJECT SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ACHIEVEMENTS GROUND • To improve and develop the outdoor areas of the Applicant: Dunblane Centre for use by customers, especially • The garden is well used and DUNBLANE YOUTH youth and elderly. enjoyed by every age group. • To engage and encourage a wider range of age • Children tend to the fruit and AND SPORTS CENTRE groups in outdoor activities and gardening. veg plants. • To increase biodiversity at the Dunblane Centre. TRUST • We spent countless days last • To provide a greener, more welcoming and safer summer building dens, doing environment for all, bringing together community www.dunblanecentre.co.uk treasure hunts and exploring. groups and all ages to work together to learn • Some children who attend 53 about and respect the natural environment. our holiday clubs don’t have FUNDER FVL LEADER gardens so this is a bonus. • OAPs have enjoyed planting £16,405 A community consultation in Dunblane highlighted a range sessions and crumbles made of priorities: vibrancy and sustainability, accessibility for from orchard apples. FUNDER Clackmannanshire and all, capitalising on natural and built heritage, supporting Stirling Environment Trust community cohesion, and meeting the future needs of the community. £19,000 The Dunblane Centre received LEADER funding to improve their outdoor area and to help achieve these priorities. The Centre sought to provide a safe and secure outside area LESSONS LEARNT which contained: a mini-orchard, a community allotment • We continue to learn! We are growing seasonal fruit and vegetables with different age in the process of developing groups responsible for different planters, accessible woodland a learning kitchen which will containing educational and fun pathways for younger further opportunities to use generations to learn about the environment, a sensory garden, our allotments to grow food to and social seating and conversation areas allowing different teach with, sell and donate. generations to interact with each other. • More volunteers and SUSTAINABLE DEVELOPMENT GOALS The project allows access for all abilities and age groups via accessible pathways and seating, wheelchair access, and involvement from colourful imagery and sensory garden to benefit people with environmental groups will autism. The improved outdoor area will also be used as a help the garden reach its full SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL community hub to transfer skills from local groups to younger potential. generations, whilst teaching people to respect green spaces and the natural environment.

112 113 Name of Project:

TYNDRUM COMMUNITY PROJECT AIMS PROJECT SOCIAL INCLUSION AND ADDRESSING INEQUALITIES WOODLANDS BIKE SKILLS • To develop a bike skills park that suits the needs ACHIEVEMENTS PARK DESIGN and wants of the local residents; • We achieved our main aim: Applicant: • To boost social cohesions and health and well- producing a concept plan, being; and working with local Primary and High School children, STRATHFILLAN COMMUNITY • To boost the local economy through helping to and consulting the local attract visitors and supporting the local business DEVELOPMENT TRUST community. community. • We secured funding for FUNDER FVL LEADER the next phase, and our 54 consultants are working to get £4,921 The local Community Action Plan (CAP) noted that the project ‘shovel ready’. Tyndrum had ‘poor quality play areas’, a lack of safe FUNDER Stirling Council Community Pride cycling facilities and of tourist facilities. The CAP also had a series of priorities, two of which relate to this project: £1,500 a proposed cycle route between Tyndrum and Crianlarich; and providing improved, challenging play areas. In FUNDER Stirling Council Economic Development  addition, as the popularity of cycling increases it was LESSONS LEARNT £950 identified that there is a need for developing and linking • We learned there must cycling infrastructure across Scotland. be room for flexibility. We FUNDER Own Funding To help meet these priorities and boost local economic discovered early on that our development, LEADER funding was granted to facilitate original location was going £1,970 the development of a new Bike Skills park in Tyndrum to to be expensive and difficult allow safe cycling infrastructure for beginners and families. to develop. We relocated to a FUNDER Crowdfunding The funding allowed for a community consultation to be better site next to Dalrigh Car undertaken with landowners, residents and businesses Park. However, the money for £500 which helped to inform a project plan for the park, including planning was used in producing the identification of potential funders. The plan was used to a design for this location. commission a contractor to run workshops with local schools SUSTAINABLE DEVELOPMENT GOALS and businesses to determine the design of the park and to apply for planning permission to allow construction to start. SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL

114 115 Name of Project:

THE ARNS GLAMPING PODS PROJECT AIMS SOCIAL INCLUSION AND ADDRESSING INEQUALITIES Applicant: • Establish a glamping pod business providing affordable, comfortable accommodation in rural THE ARNS SMALL HOLDING Stirling that offers some disabled access. PROJECT AND GLAMPING PODS • Provide opportunities for visitors to experience life ACHIEVEMENTS on a small-holding, learn about sustainable living www.thearnsglampingpods.co.uk and rare animal breeds. • I have four amazing pods already being booked out • Provide accommodation that gives easy access to the surrounding countryside through outdoor and • Although a business, ‘giving- FUNDER FVL LEADER FUNDER Own Funds recreational activities. back’ is a large part of The   Arns. Before opening, we • To collaborate with local businesses to promote the 55 offered a selection of free £25,000 £58,610 area and increase the number of people accessing nights to be auctioned off the local economy. through local charities

The area around Bridge of Allan is commonly known as the “Gateway to the Highlands” with tourism an important business sector for this area. Visit Scotland’s Visitor LESSONS LEARNT Survey identified sightseeing, history and culture as the most popular activities in Scotland and identified a demand • Keep in regular contact with for accommodation and facilities which facilitate visitor your funders, planners and contractors, they can be an access to the environment and outdoor activities such as invaluable source of advice walking, cycling, and fishing. and help when your project is To contribute to this, the Arns Small Holding sought LEADER impacted with extra costs and funding for the construction of 4 glamping pods, a first for the unexpected issues that arise Bridge of Allan area. The pods will offer an authentic experience which are out of your control. of life on a small-holding and sustainable living, this type of ‘Sensory Tourism’ is currently identified by Visit Scotland as a • There will be many sleepless SUSTAINABLE DEVELOPMENT GOALS mega-driver for Scottish tourism, and will help to boost the local nights, but this will be economy and sustainable tourism. Each high-quality pod will (almost) forgotten when you consist of an en-suite WC/shower, heating, beds and small yet see your project come to life.

SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL well-equipped kitchen area. One pod will have having disabled parking, access and facilities.

116 117 Name of Project:

KOTA LODGES AT WESTER PROJECT AIMS PROJECT SOCIAL INCLUSION AND ADDRESSING INEQUALITIES THIRD FARM • To build three fully equipped, low carbon Kota Lodges ACHIEVEMENTS Applicant: with disabled access in mind, each with an outdoor covered hot tub and indoor BBQ grill for all year • We have four amazing kota round, short-term holiday accommodation. cabins to bring in extra WESTER THIRD FARM income to farm – each with • To supplement the farm’s main business of dairy a hot tub too. Keltycabins.co.uk and beef farming by offering a sustainable tourism choice, thus building economic resilience and fostering • LEADER asked us to make employment opportunities. one of the pods accessible for disabled users, but when • Forge solid links with local businesses in a way that FUNDER FVL LEADER FUNDER Own Funds will secure them future revenue and custom. we looked into it we realised 56 that we should make all £25,000 £45,572 • To increase visitors’ understanding of, and access of the pods accessible as to, the surrounding environment and promote the it cuts out a large market National Park as a visitor destination. if you don’t consider the needs of all visitors.

A gap in the market was identified by Wester Third Farm to satisfy the growing demand from consumers for “staycations” and experiential adventures in Scotland’s rural landscape. LESSONS LEARNT To differentiate themselves from similar ventures, the project was developed to provide holiday-let accommodation of a high • It is easy to get caught quality with private facilities as standard. The accommodation was up with daily tasks and designed to exceed customers’ expectations of a lodge stay, and frustration, so take time out yet compete in price with the glamping market. The site maximises to review plans and progress. its location at the gateway to the National Park and captures the • Think outside of the box - qualities of the surrounding historic and natural environment. when it comes to your farm, After a robust research and business planning phase, funding try to see what others see. and planning permission were secured. This was followed by installation of site services, the Kota Lodges themselves along • Seek advice and make links with LEADER, SUSTAINABLE DEVELOPMENT GOALS with interior and exterior fittings and amenities, landscaping and access roads. The final stage was to obtain the necessary statutory Business Gateway etc. as licenses and launch a marketing campaign. their guidance can help you improve the original The project fits with the FVL Local Development Strategy by SOCIAL INCLUSION AND ADDRESSING INEQUALITIES ADDRESSING AND INCLUSION SOCIAL business plan. strengthening the local economy, building sustainable and resilient communities and realising the potential of landscape assets.

118 119 LOOKING TO THE FUTURE WITH THE LEADER APPROACH THE CHAIR OF FVL LAG

Bottom-up elaboration To tackle climate change and make Scotland more sustainable we require a major shift in how our rural environment works. Area-based local and implementation of strategies A key ingredient of this change will be for us to support smaller development strategies businesses and communities so that opportunities are created for people to benefit from change rather than see it as a threat. In this report we have illustrated that the LEADER model of economic intervention helped to meet the UN Sustainable Development goals in Scotland. Many small projects, each meeting one or more of the goals have made a significant contribution to overcoming the challenges Networking we face as a result of Climate Change. The opportunity now exists to build on this experience and develop a method of delivering economic support to the rural economy that fosters and sustains the small THE Local businesses that are the backbone of rural Scotland. LEADER public-private If managed effectively achieving a sustainable Scotland is a once in a APPROACH partnerships: generation opportunity to broaden the rural economy and the LEADER Local Action projects illustrated in this report point the way to how this can be done. Groups Although we have now left the EU we must use the experience gained to build a sustainable rural Scotland. Many small, clearly focused projects will not only contribute to sustainable development they will also make a major contribution to Covid-19 recovery in rural areas. Small is not Co-operation Integrated and only beautiful, it is essential. multi-sectorial actions Douglas Johnston December 2020 Innovation

120 121 With thanks to all the people involved in delivering these amazing projects, to the LAG members who have scrutinised each project in their own time, and the staff who have worked so hard in ensuring our programme was compliant and delivering the LAG-led projects:

LAG MEMBERS DURING THE PROGRAMME John Armstrong, Frank Beattie, Janet Beveridge, Susan Brooks, Celia Burn, Isla Campbell, Bridget Clark, Jason Clark, Mike Ewart, Gillian Ferguson, Lynn Hamilton, Julie Haslam, Fiona Jackson, Douglas Johnston, Janice Kennedy, Jim Livingstone, Steve MacDonald, Ian Mathieson, Brian McColgan, Carolyn McGill, Rory McLeod, Simon Orr, Mike Strachan, Tony Teasdale, Peter Sunderland, Colin Tennant, Alex Ward, Jo Wright, Sue Wyllie.

STAFF DURING THE PROGRAMME Anne-Michelle Ketteridge, Caroline Paterson, Carolyn McGill, Nikki Kenn, Jason Clark, Shaun Marley, Irene Watterson, Rachel Sedman, Sarah Phillips, Ashley Robinson, Jane Beaton, Neil Ramsay.

PHOTO CREDITS All photos are projects’ own or FVL LEADER. Thanks also to Paul Saunders and Julie Howden photography, and to Hugh McCusker for Bannockburn House photo.

122 FVL LEADER Rm 11 John Player Building STEP Stirling FK7 7RP Scottish Rural Development Programme [email protected]