INFORMATION


RIBBLE VALLEY BOROUGH COUNCIL
REPORT TO COMMUNITY SERVICES COMMITTEE


Agenda Item No.


meeting date: TUESDAY 17TH MARCH 2009 
title: CLITHEROE CASTLE GROUNDS – GREEN FLAG AWARD 
submitted by: JOHN C HEAP - DIRECTOR OF COMMUNITY SERVICES 

principal author: MARTIN KERSEY – ENGINEERING ASSISTANT 

1. 
PURPOSE 
1.1 To provide an update to Committee on the progress made towards readying the site for an 
application for a Green Flag Award in 2010. 
Council Vision shared with the Local Strategic Partnership:

An area with an exceptional environment and quality of life for all; sustained by vital and 
vibrant market towns and villages acting as thriving service centres meeting the needs of 
residents, businesses and visitors. 

Council Ambitions:

1. 
To protect and enhance the existing environmental quality of our area 
To help make people's lives safer and healthier 
Core Values:

Strive to achieve excellence 

Citizen's Charter:

We will: Cut the grass in our parks and open spaces regularly 
Maintain children's play area's so that they are safe to use 

2. BACKGROUND 
At the meeting of this Committee held on Tuesday 9th September 2008 amongst a number of issues it was 
resolved at minute 373 that:

A future report to this Committee addresses issues of how the ongoing management of the Castle and it's 
grounds including the museum area can be carried out holistically; 

A future meeting of this Committee give consideration to the issues involved in seeking a Green Flag Award for 
the Castle Grounds. 

At the meeting of this Committee held on Tuesday 4th November 2008 it was resolved at minute 536 that:
Committee agree to seek to achieve a Green Flag Award for Clitheroe Castle Grounds.

CURRENT SITUATION 

3. 1. On 30th October 2008 a mock Green Flag assessment of the Castle Grounds was undertaken by an 
experienced Green Flag judge. The report submitted by the judge can be found as Appendix A to this 
report. Progress has been made on the following points contained within that report: 
3.1.1.A large amount of the vegetation control and shrub maintenance has been carried out during the 
winter months. The majority of this work has now been completed through the existing staff resource 
of the grounds maintenance team. 
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Clitheroe Castle Grounds – Green Flag Award – Community Services Committee 

3.1.2.At the meeting of the Friends of Clitheroe Castle which took place on the 11th December 2008 a 
sub-committee to the executive was set-up to concentrate on providing community involvement to the 
management of the Castle Grounds. John Houldsworth has kindly agreed to be chair and 5 other 
members of the friends group volunteered to be part of the initial group. The group will report to the 
executive body of the Friends Group. Chris Hughes will remain as the chief point of contact to the 
executive whilst Graham Jagger and Martin Kersey will liaise with the sub-committee.

 3.1.3.A marketing and public relations working document has been produced which will incorporate 
matters involving the Castle Grounds along with the Castle itself and the museum. The production of 
an information leaflet for the site is in development, again this will include information and promote 
the site and it's facilities as a whole. 
3.1.4.A tree strategy will be written this year once a full survey of the existing stock has been carried 
out. This document will be used in conjunction with the landscape design plan to manage the tree and 
shrub stock within the site. 
3.1.5.Work has begun on the overall management plan for the site. A snapshot of the document in 

draft form is attached as Appendix B to this report. Committee members are invited to give feedback 

on the content and layout of the plan in it's current state to Martin Kersey, Engineering Assistant.

 3.1.6.The 2009/2010 Capital Programme has an amount of £25,000 included to enable improvements 
to be made to the site in line with the Green Flag criteria. A list of projects and necessary works is 
being compiled and decisions will be made as to which will be carried out with the funds available. 
Investigations into available grant funding are also taking place.

 3.1.7. Martin Kersey, Engineering Assistant has had his application to become a Green Flag judge 
accepted and will be trained this year. 
4. RISK ASSESSMENT 
4.1 Resources
The draft management plan will be prepared using existing staff resources.
4.2 Technical, Environmental and Legal 
At this stage all technical issues can be arranged in house. There is expected to be an environmental 
benefit arising out of any work done on part of achieving a Green Flag Award. There are no legal 
issues that arise out of this report. 
4.3 Political
There are no political issues arising out of this report.
4.4 Reputation 
The achievement of a Green Flag Award for the Castle Grounds will enhance the Council's reputation. 
5. RECOMMENDED THAT COMMITTEE 
5.1 Note the contents of this report. 
JOHN C HEAP 
DIRECTOR OF COMMUNITY SERVICES 

Background Papers - None 

Appendices - A – Green Flag Mock Assessment Report 
B – Draft Management Plan (Part of). 

For further information please contact Martin Kersey on 01200 414530. 

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Clitheroe Castle Grounds – Green Flag Award – Community Services Committee 

Appendix A – Green Flag Mock Assessment Report 

RESULTS OF DRAFT ASSESSMENT 
CLITHEROE CASTLE GOUNDS 
30th October 2008. 

Criteria 1 – Welcoming Place 

• 
Signage required throughout the Park; entrance boards, interpretative signage and 
directional finger posts 
• 
All entrances require repair and maintenance work to gates, gateposts, walls and 
railings. 
• 
Better use could be made of the land by skate park/ ball park (old tennis courts). 
Look at options to add facilities suitable for teens. 
Criteria 2 – Healthy, Safe & Secure 

• 
Park is overgrown which affects perception of personal safety. 
• 
Review location of dog bins and litter bins and use consistent style for each. 
• 
Repairs to safety surfacing required in play area. Look to reinstate weekly inspection 
(not monthly). 
• 
Improve access to and maintenance of public conveniences. 
• 
Look to introduce a Park Watch scheme involving the Community/Friends Group and 
PCSO’s. 
• 
Repair footpaths and remove mass to prevent slips and injuries. 
• 
General standard and frequency of maintenance needs to be raised in most areas of 
the park. 
Criteria 3 – Clean and Well Maintained 

• 
Level of routine maintenance required not sustainable with existing workforce 
(evident in the quality of existing site operations). Review annual maintenance 
regime. 
• 
Significant park with high maintenance landscape. 
• 
Recommend using designated staff for rolling programme of maintenance, this 
should create ownership and pride in the workforce. 
• 
Site is overgrown with shrubs, which undermines design and perception of safety. 
• 
Develop a sustainable tree management strategy. 
• 
Bedding design is confused and neglected; a landscape design plan is required. 
• 
Rationalise styles of seats, bins, signs, etc. Create an easily identifiable theme or 
brand throughout the park. 
• 
Repair and restore walls, steps, gate piers and other stonework as required. 
• 
Implement a path upgrade and maintenance programme and look to improve 
disabled access where possible. 
• 
Paths in maze need topping up. 
Criteria 4 – Sustainability 

• 
Introduce a Pesticide policy. 
• 
Set Peat reduction targets; if required. 
• 
Introduce a sustainable planting regime required. 
• 
Develop a sustainable tree management strategy. 
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Clitheroe Castle Grounds – Green Flag Award – Community Services Committee 

Criteria 5 – Conservation and Heritage 

• 
The management of the Castle and it’s Grounds need to be combined to reflect joint 
importance. 
• 
Restore and improve heritage features. 
• 
Survey, record and monitor site wildlife. 
Criteria 6 – Community Involvement 

• 
Community involvement is restricted due to there being no parks developmental 
element in the park management service (resource issue). 
• 
Refresh and re-launch the Friends of Castle Grounds group. 
• 
Develop a volunteer involvement programme. 
• 
Develop an events programme to attract more people to the park. 
• 
Develop a user consultation programme. 
Criteria 7 – Marketing 

• 
Develop a marketing strategy for the Castle and it’s Grounds as a whole. 
Criteria 8 – Management 

• 
5 year management plan required to ensure site is properly managed and
maintained and financial investment secured.
• 
Consider having a Park Development Officer/Park Ranger/Park Manager to
spearhead the project.
• 
Staff training and development plan needed. 
• 
Set January 2010 as a target date for submission of Green Flag Award application. 
Assessment carried out by L. Kersey on 30th October 2008. 

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Clitheroe Castle Grounds – Green Flag Award – Community Services Committee 

Appendix B – Draft Management Plan Clitheroe Castle Grounds (Part of)
.


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Clitheroe Castle Grounds – Green Flag Award – Community Services Committee 

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ForewardbytheDirectorofCommunityServices. 

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CONTENTS 

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WHEREAREWENOW? 

1.0INTRODUCTION 

1.1WhatisaParkManagementPlan? 
TheClitheroeCastleGroundsManagementPlaniswrittenbytheStreetsceneSectionoftheCommunityServicesDepartment,outliningaimsandobjectivesinrelationtothesite.Itspurposeistobalancethepriorities,policiesandpressuresthatapplytothesiteandestablishatimescaleforputtingactionsintopractice.Developingamanagementplanrequireslogic,publicinvolvementandteamwork.Integrityisessentialandthemanagementplanningprocessisnothelpfulifdecisionsaremadeindependentofthedocument. 

1.2ClitheroeCastleGroundsManagementPlanHistory 
InNovember2008RibbleValleyBoroughCouncil'sCommunityServicesCommitteesupportedthedecisiontoaspiretoapplyingforandobtainingaGreenlagAwardforthesitetocomplimentthecompletionofHeritageLotteryfundedrestorationandimprovementschemetotheCastleandmuseum.ThisisthefirstplanwrittenforthissitefocusedprimarilyonhowthepublicopenspaceismanagedandwillplayanessentialpartinensuringtheexpetedincreaseinvisitorstothesiteupontheopeningoftheCastleandMuseumvisitorattraction. 

1.3AimsofthePlan 
ItisakeyobjectiveofRibbleValleyBoroughCouncil'sStreetsceneServicesTeam"toimprovethehealthofpeoplelivinginourareabymanagingandmaintainingparks,children’splayareas,sportspitchesandothergreenspacestoallowthemtobeusedforrecreationalpurposes" 

ItisintendedthatthisManagementPlanwillbeanaccessibleandlivedocumentusedwidelybyCouncilOfficersandthewidercommunity.Theabilitytoreviewthemanagementproceduresthatarecontainedwithinthisdocument,
isakeyelementinensuringbestpractice.Theplanaimstoimproveandmaximisethepotentialoftheexistingsiteandcreatenewfacilities,fortoday’s 
andfuturegenerations. 



1.4 How the ManagementPlan willbe used 
“AgoodManagementPlan shouldbecome an integralpartofthe day-to-dayrunningofthe park, as wellas guidingthe strategic managementprocess”. 
CABESpace,AGuide to ProducingGoodParkManagementPlans. 
·To benchmarkqualitystandards againstmodern bestpractice
·To provide a clear frameworkfor future developments
·To developannualworkprogramme
·To supportthe annualbudget-settingprocess
·To identifyrequirements for additionalfinancialresources
·To keepcustomers, electedmembers andpartners aware ofmanagementpriorities
·To controlor discourage unreasonable demands for additionalservices orfacilities 
·To communicate to others,their responsibilityin the deliveryofservices
·To putcommunityneeds atthe heartofimprovements
·To provide a transparentform ofprogress monitoring 
1.5 Consultation on the ManagementPlan 
To be inserted. 
1.6 Availabilityofthe ManagementPlan 
Further copies ofthis plan are available from the followingaddress: 
CouncilOffices 
ChurchWalk 
Clitheroe 
Lancashire 
BB72RA 
or bydownloadingfrom our website:
www.ribblevalley.gov.uk/.............../.............pdf 
1.7 Responsibilityfor the ManagementPlan 
Graham Jagger-Streetscene Manger 
Alan Boyer-AmenityCleansingManagerMartin Kersey-EngineeringAssistant 
John Adamus-HeadGardener 

1.8OutlineofCommunityServicesStructure 

TheStreetsceneServicesandCommunityDevelopmentteamssitwithinRibbleValleyBoroughCouncil'sCommunityServicesDirectorateandareresponibleforawiderangeoftheCouncil'sfrontlineservices. 

StreetsceneServicesdeliverarangeoftechnicalservicesincludingOn&
Off-streetParking,EngineeringSupport,StreetCleansing,HouseholdWasteManagementandParksandOpenSpaceManagement. 

StreetscenesectionsrelevanttothisManagementPlan: 

GroundsMaintenance 

TheGroundsMaintenanceteamprovidesahighqualitygroundsmaintenanceserviceoncemetreriesandparksandopenspacestomeetand,wherepossible,exceedcustomerexpectations.Theyundertakeallhorticulturalandsoftlandscapemaintenancewiththeexceptionofarboriculturework.Theyalsocarryoutplaygroundinspectionsandmaintenance,amenitycleansingandturfmanagementonbowlinggreensandsportspitches. 

GeneralWorks 

TheGeneralWorksteamcarryoutawiderangeoftechnical,buildingandhardlandscaperepairsandmaintenacework.TheteamhasabroadandcontinuallyevolvingskillsbaseandhaveexpandedtheirservicestoincludearboriculturalandPublicRightsofWaywork.TheyarealsoresponsibleforthecleansingandoperationofthepublicconveniencesacrosstheBorough. 

EngineeringServices 

EngineeringServicesprovidedeignandsupervisionservicesforCapitalImprovementschemesincludingsportsandrecreationfacilities,managethehireanduseofoutdoorrecreationfacilities,managementof eventsonCouncil 
ownedlandandmaintainalargePublicRightsofWaynetwork.ThissectionisalsoresponsibleforthemanagementofcarparkingandCCTV. 

CommunityDevelopmentdeliverculturalservices,includingsport,arts,andotherleisureopportunities,includingtourism.TheyalsofulfiltheCouncil'sobligationsinrelationtothereductionofcrimeanddisorderandincommunity 
engagement. 

CommunityDevelopmentsectionsrelevanttothisManagementPlan: 

SportsDevelopment 

Thesportsdevelopmentdepartmentisresponsiblefordevelopingsportprogrammestoincreaseparticipationinprioritygroups.Inadditiontothistheunitworkstosupportlocalsportsclubs,coachesandvolunteersthroughthedevelopmentofcoacheducationprogrammesandthecoordinationofsportspecificdevelopmentgroups.
TheunitworksincloseproximitytotheCountySportsPartnershipandensuresyoungpeoplehavetheopportunitytoparticipateineventsliketheYoutGames. 



HealthyLifestyles 

TheHealthylifestyleteamareresponsibleforanumberofprogrammesthathelpindividualstoadoptandmaintainhealth-enhancingbehaviours.TheyareinvolvedinbothprimarypreventionandmanagementoflifestylerelatedmedicalconditionssuchasCHDanddiabetes.Theteamworkwithanumberof 
partnerstodelivertheprogrammes. 

ArtsFacilitiesandDevelopment 

Theartsdevelopmentdepartmentisresponsibleformanagingthecouncil'sartfacilitiesanddevelopingarangeofartsactivitiesandeventsthrougouttheborough.Fromcommissioningpublicarttoparticipatorymusicanddanceactivitiesthefocusistoencouragegreaterparticipationandaccesstothearts,
workingwithpartnersandlocalcommunitygroups. 

HeritageServices 

ThedepartmentisresponsibleforensuringthatstrongpartnershipsareformedbetweentheCouncil,LancashireMuseumService,themuseumoperatorsonbehalfoftheboroughcouncil,andthecafeoperatorsinordertobuildopportunitiesforgrowthanddevelopmentinmaintainingClitheroeCastleandmuseumasakeydestinationvisiorattractionandhubforcommunityactivity. 

SaferCommunities 

ThedepartmentisresponsibleformaintainingtheSafetyofRibbleValleyResidents.ThedepartmentformsakeycogintheCommunitySafetyPartnership,alongwiththePolice,FireService,andYoungPeoplesService,
PrimaryCareTrust,andProbationServiceThepartnershiprunsavarietyofiniativestotargetcriminals,makethepublicawareofpreventativemeasures,
andprovidingdiversionaryactivities. 

Tourism 

Responsibleforprovidingvisitorinformationservices,tourismbusinesssupportanddestinationmarketinginordertohelpdevelopthevisitoreconomyandprofileofRibbleValley.Thisteamprovidesavaluableserviceinpromotingthecouncil'sfacilities,theborough'sattractionsandothertourismrelatedbusinessesandeventstoRibbleValleyresidentsandpotentialvisitorstothe 
area. 

StrongerCommunities 

TheteamisresponsibleforprogressingRibbleValleytowardsamorecohesiveapproachtoyoungpeople,theelderly,isolatedruralcommunitiesandpeople.
Awiderangeofhelpandactivitieshasbeenidentifiedwhichisworkedonasamulti-agencyinitiative. 



2.0PARTNERSOFCLITHEROECASTLE
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3.0ABOUTRIBBLEVALLEY 
3.1TheLocality 
RibbleValleyisinthecountyofLancashireborderingneighbouringcouncilsinEastLancashire,CravenDistrictCouncilinNorthYorkshire,SouthRibble, 
Preston,WyreandLancasterBoroughCouncils.TheadministrativecentreforthedistrictisthehistoricmarkettownofClitheroe.Theindustrialand 
commercialcentreforthewestoftheboroughisthetownofLongridge.Theremainingareaismainlyrural,rangingfromlargevillagestosmallhamlets.
SomesettlementsareaccessiblealongtheA59corridor;othersaremoreremotefromservicesandpublictransport.Alongwithancientwoodland,
biologicalheritagesites,conservationareasandsitesofspecialscientificinterest,twothirdsofRibbleValleyisdesignatedaspartoftheForestofBowlandAreaofOutstandingNaturalBeauty(AONB). 

3.2PopulationandDemographics 
Accordingtothe2001census,thepopulationofthedistrictis53,960(althoughitisnowestimatedat57,800),livingin24,482households,ofwhichapproximately25%areinthetownofClitheroe.RibbleValleyhasthelargestgeographicalareawithinLancashire,covering226squaremiles(583squarekilometres),butthesmallestpopulation.Sparsityofpopulationis,therefore,akeyfeature–onaverage94peoplepersquarekilometre,comparedwith380nationally.Therehasbeenanincreaseof5.2%intheoverallpopulationofthedistrictsince1991,anditispredictedtoriseby10.4%overthenext10years.
Arelativelysmallproportionofthepopulation,lessthan2%,isfromethnicminoritybackgrounds.Theresidentpopulationisrelativelyold,withagreaterthanaveragenumberofresidentsovertheageof65(over20%comparedwithanationalaverageof18%)andconsequentlyabelowaveragenumberofyoungpeopleaged24andunder.Populationprojectionssuggestthatthisimbalancewillincreaseinfuture. 

3.3DeprivationandtheLocalEconomy 
RibbleValleyisarelativelyaffluentareaandisranked283outof354intheindicesofdeprivationforlocalauthorityareasinEngland(withonebeingthemostdisadvantaged).Nowardsfigureinthe25%mostdeprived,but5wardsdofigurewithintheworst10%ofallEnglishwardsundertheAccesstoServicesIndex.UnemploymentiswellbelowthenationalandregionalaveragesandthelowestintheNorthWest(at2.4%comparedwiththenationalaverageof5.3%).
Earningsareabovethenationalaverage.However,thismasksthestructuralthreattothearea’semploymentopportunities:thetypeofjobsavailable(lowskilljobsindecliningsectors)andtheirrelativelylowpay.Giventheruralnatureofthearea,itisnotsurprisingthatagricultureandtourismareimportantemployers.However,recentyearshaveseenmajorrestructuring,
withintheagricultural/land-basedsectorinparticular. 



3.3DeprivationandtheLocalEconomy(continued) 
Thetourismsectoraccountsforover10%ofemployment,anditisestimatedthatthetotalspentbytouristsinRibbleValleyeachyearisinexcessof£19.5million.Additionallythereareestimatedtobearound2,500jobsintourismrelatedbusinesses.
OneofthelargestemploymentsectorsinRibbleValleyismanufacturing,whichaccountsfor23.4%ofemploymentwithintheborough,
andisrepresentedbymajornationalandmulti-nationalcompaniessuchasCastleCement,JohnsonMatthey,andBAeSystems.Therelativelysmallnumberoflargeemployersiscomplementedbyanaboveaveragepresenceofsmallcompaniesemploying1-4employees.Asurveyundertakenin2001showedthatRibbleValleyhasthesecondmostskilledpopulationinthecountryaftertheCityofLondon.However,thesurveymasksthefactthatmanyofthesewell-qualifiedpeopleinhigh-earning,seniorpositionscommutedailyoutoftheborough,andliveintheareabecauseofthehighqualityenvironmentandthequalityoflifeitoffers.Thishashadtheeffectofforcingupthepriceofhouseswithintheborough,puttingthemwelloutofthereachofyoungpeople/firsttimebuyers. 



4.0STRATEGICBACKGROUND 
4.1NationalContext 


ThefinalreportoftheUrbanGreenSpacesTaskforceidentifiestheneedforanurbanrenaissanceofparksandgreenspaces,arguingthatopenspacehasthepotentialtomakeamajorcontributiontourbanregeneration.Inparticular,itidentifies: 

•Thebenefitsofparksandgreenspacesforurbanlifeandtheircontributiontolong-termsocial,economicandenvironmentalprogress(e.g.urbanregenerationandrenewal;health;socialcohesion,communitydevelopmentandcitizenship;educationandlifelonglearning,environmentalsustainability;
heritageandculture).Theproblemsaffectingurbanparksandgreenspacesandwaysinwhichtheymightbeovercome. 
•Theneedforastrategicpolicyframeworkwithinwhichalldecisionmakerscanoperateandcontributetodelivernetworksofurbangreenspaces. 
•Waystodeliverthereport’svisionof “liveable”,sustainablemoderntowns 
andcities –strongcivicandlocalpride,reinforcedbyagreenspacesstrategy;commoncriteriatomeasurequalityandcare;stronglocalleadershipandgreaternationalsupport;aschemetofundenablerstoworkwithlocalgroupsandcreatepartnerships;thecreationofanationalagencyforurbanparksandgreenspaces. 
ThisreportwasinstrumentalintheestablishmentofCABESpace.Itidentifiesfourareasforbodiesresponsibleforopenspacestoconsider: 

•Partnershipwithorganisationsworkingtogether 
•Reversingthedeclineofqualityofopenspace 
•Theimportanceofopenspacefordisadvantagedcommunities 
•Theneedtorespondtochangesindemography 

4.1NationalContext(continued) 

SustainableCommunities:BuildingfortheFuture(2003)
TheSustainableCommunitiesPlan(SustainableCommunities:BuildingfortheFuture)setsoutalong-termprogrammeofactionfordeliveringsustainablecommunitiesinbothurbanandruralareas.IntheNorth,itfocuseson 
revitalisingfailinghousingmarketsandregeneratingtownsandcities.Thesubsequentfiveyearplan –“People,PlacesandProsperity”identifiesthe 
componentsofsustainablecommunities. 

Sustainable Communities–Places where people wantto live andwork,now andin the future. 
1.Active, inclusive andsafe 1.Wellconnected 
2.Wellrun 2.Thriving3.Environmentallysensitive3.Wellserved 
4.Welldesignedandbuilt 4.Fair for everyone 

PlanningPolicyGuidance17:OpenSpace,SportandRecreation 

Openspaces,sportandrecreationallunderpinpeople’squalityoflife.AsstatedinPPG17,openspaces,sportandrecreationfacilitiesplayanimportantrolein: 

•Supportinganurbanrenaissance–localnetworksofhighqualityandwellmanagedandmaintainedopenspaces,sportsandrecreationalfacilitieshelpcreateurbanenvironmentsthatareattractive,cleanandsafe.Greenspaceinurbanareasperformvitalfunctionsasareasfornatureconservationandbiodiversityandbyactingas“greenlungs”canassistinmeetingobjectiveto 
improveairquality. 
•Supportingaruralrenewal–thecountrysidecanprovideopportunitiesforrecreationandvisitorscanplayanimportantroleintheregenerationoftheeconomiesofruralareas.Openspaceswithinruralsettlementsandaccessibilitytolocalsportsandrecreationalfacilitiescontributetothequalityoflifeandwellbeingopeoplewholiveinruralareas. 
•Promotionofsocialinclusionandcommunitycohesion–wellplannedandmaintainedopenspacesandgoodqualitysportsandrecreationalfacilitiescanplayamajorpartinimprovingpeople’ssenseofwell-beingintheplacetheylive.Asafocalpointforcommunityactivities,theycanbringtogethermembers ofdeprivedcommunitiesandprovideopportunitiesforpeopleforsocialinteraction. 
•Healthandwell-being–openspaces,sportsandrecreationalfacilitieshaveavitalroletoplayinpromotinghealthylivingandpreventingillness,andinthesocialdevelopmentofchildrenofallagesthough,play,sportingactivitiesandinteractionwithothers. 
•Promotingmoresustainabledevelopment–byensuringthatopenspace,
sportsandrecreationalfacilities(particularlyinurbanareas)areeasilyaccessiblebywalkingandcyclingandthatmoreheavilyusedorintensivesportsandrecreationalfacilitiesareplannedforlocationswelservedbypublictransport. 

4.1NationalContext(continued) 


TheobjectivesofPPS9aretopromotesustainabledevelopmentbyensuringthatbiologicalandgeologicaldiversityareconservedandenhanced.Italsoidentifiestheimportanceofenhancingbiodiversityingreenspacesanddevelopmentssothattheyarewellusedbywildlifeandvaluedtopeopl,
therebycontributingtoruralrenewalandurbanrenaissance.Italsohighlightsthathealthyeco-systemscancontributetoabetterqualityoflifeandtopeople’ssenseofwell-being. 


ThisstrategysetsoutavisionfortheCountryoflandscapes“wherewildspeciesandhabitatsarepartofhealthyfunctioningeco-systems;andwherebiodiversityisanaturalconsiderationofpoliciesanddecisions,andinsocietyasawhole”.TheBiodiversityStrategyforEnglandseekstoensurethatbiodiversityconsiderationsbecomeembeddedinallthemainsectionsofeconomicactivit,publicandprivate.Itsetsoutaprogrammetomakethechangesnecessarytoconserve,enhanceandworkwiththegrainofnatureandeco-systemsratherthanagainstthem.Ittakesaccountofclimatechangeasoneofthemostimportantfactorsaffectingbiodiversityandinfluencingpolicies. 


CABESpace,establishedin2003,ispartofCABE,theCommissioningforArchitectureandtheBuiltEnvironment,whichchampionsthequalityofourbuildingsandspaces.CABESpaceispubliclyfundedbyCommunitiesandLocalGovernment.Itaimstobringexcellencetothedesign,managementandmaintenanceofparksandpublicspaceinourtownsandcities.CABESpaceworkswithlocalauthoritiesandotherbodiesresponsibleforpublicspacetohelpthemprovideabetterservice.Itsworkencourageslocalcouncilstothinkholisticallyabouttheirgreenspace,andwhatitmeansforresidents’health 
andwell-being,routestoschoolandwork,andrecreationthroughplayandsport.CABESpace’sgoalistoensurethateverypersoninEnglandhaseasyaccesstowelldesignedandwelllookedafterpublicspace. 

KeyissueshighlightedbyCABESpaceinclude: 

•Contributingtothecreationofanationalconsensusthatparksandpublicspacesareagenuinepoliticalandfinancialprioritybyencouragingnatioalandlocalagenciestosignuptothe “manifesto”. 
•Increasingthenumberofon-sitestafftocreatesafe,popularandbeautifulparks. 
•Theimportanceofassessingtheexistingqualityofparksandgreenspacesandtosetclearandmeasurableaspirationsforthefuture. 
•Thedifferencebetweencuttingbudgetsandmakingefficiencygainsisnotalwaysappreciated. 
•Increaseinnationalfundingdoesnotleadtomoreresourcesatalocallevel. 

4.1NationalContext(continued) 


TheCivicTrustwasfoundedin1957toencouragehighstandardsofplanningandarchitecture.Itisconcernedwiththequalityofthebuiltenvironmentanditsimpactonpeople.Itraisesawarenessoftheneedtocreateenvironments,
which 
bringoutthebestinpeople,celebratethebestplaces,andexpectthehighestqualityforallcommunities. 

TheCivicTrustmanagestheGreenFlagAwardscheme,whichisthenationalstandardforparksandgreenspacesinEnglandandWales.Theschemebeganis1996asameansofrecognisingandrewardingthebestgreenspacesinthecountry.Itwasalsoseenasawayofencouragingotherstoachievethesamehighenvironmentalstandards,creatingabenchmarkofexcellenceinrecreational 
greenareas. 


ENCAMSisthecharitythatrunstheKeepBritainTidycampaign.Itsaimsaretoconvinceitstargetedgroupstotakeeffectiveactiontoenableotherstoimprove,
maintainandowntheirlocalenvironments;correctlydisposeofmaterialthatcouldbecomelitter;detergumdeposition;detergraffiti;reducenuisanceandabandonedvehiclesandreducethenuisanceofneighbourhoodnoise. 


NaturalEnglandhasbeenformedbybringingtogetherEnglishNature,thelandscape,accessandrecreationelementsoftheCountrysideAgencyandtheenvironmentallandmanagementfunctionsoftheRuralDevelopmentService.Itwillworkforpeople,placesandnature,toenhancebiodiversity,landscapesandwildlifeinrural,urban,coastalandmarineareas;promotingaccess,recreationandpublicwell-being,andcontributingtothewaynaturalresourcesaremanagedsothattheycanbeenjoyednowandinthefuture. 

NaturalEnglandisworkingtowardsthedeliveryoffourstrategicoutcomes,
whichtogetherdeliveronourpurposestoconserve,enhanceandmanagethenaturalenvironmentforthebenefitofcurrentandfuturegenerations: 

•Ahealthynaturalenvironment:England’snaturalenvironmentwillbe 
conservedandenhanced; 
•Enjoymentofthenaturalenvironment:morepeopleenjoying,understandingandactingtoimprove,thenaturalenvironment,moreoften; 
•Sustainableuseofthenaturalenvironment:theuseandmanagementofthenaturalenvironmentismoresustainable; 
•Asecureenvironmentalfuture:decisionswhichcollectivelysecurethefutureofthenaturalenvironment. 

4.1NationalContext(continued) 


TheDepartmentofHealth’sPublicHealthWhitePapersetsoutactionbytheGovernmenttosupporttheindividualtomakehealthychoices.Itsoverarchingprioritiesareto: 

•Reducethenumberofpeoplesmoking; 
•Reduceobesityandimprovedietandnutrition; 
•Increaseexercise; 
•Encourageandsupportsensibledrinking; 
•Improvesexualhealth; 
•Improvementalhealth. 
TheprovisionofparksandopenspacescansupporttheChoosingHealthagendaastheyofferopportunitiesforexerciseandphysicalactivity. 


TheGovernment’s “EveryChildMatters:ChangeforChildren”strategypublishedinDecember2004,providesanationalframeworktoguidechangeatlocalauthoritylevel.Theten-yearstrategyforearlyyearsandchildcarewaspublishedatthesametime.Together,thesedocumentssetoutthebiggerpictureintermsofnationalandlocalchange.Thefivemainoutcomes(whicharefurthersubdividedinto25aims)forchildrenandyoungpeople,describedaskeytowellbeinginchildhoodandlaterlife,are: 

•Beinghealthy; 
•Stayingsafe; 
•Enjoyingandachieving; 
•Makingapositivecontribution; 
•Achievingeconomicwell-being. 
TheGovernmentwillusean“outcomesframework”toworkwithlocalpartnerstoprioritisethedeliveryofrelatedlocalpublicserviceagreementtargetsandtomonitorprogress.ThereisastrongdemandinBlackpoolforplacestogoandthingstodoforchildrenandyoungpeople.Parksandopenspaceshaveapositiveroletoplayinimprovingthequalityoflife,promotingchildren’s 
wellbeingandbuildingcommunitycohesion. 


TheYouthMattersGreenPaperbuildsontheEveryChildMattersoutcomeswiththeintentionofreshapingservicesforyoungpeople.Theproposalsaimtoaddressfourkeychallenges: 

•Engageandempowermoreyoungpeopleinpositiveactivities; 
•Encouragemoreyoungpeopletobecomeinvolvedintheircommunities; 
•Provisionofbetterinformation,adviceandguidancetoyoungpeopletoenablethemtomakeinformedchoices; 
•Provisionofbetterandmorepersonalisedsupportforeachyoungperson. 

4.2RegionalContext 


“England’sNorthwest –astrategytowards2020”providesaframeworkforacceleratingandpromotingeconomicdevelopmentwithintheregioninthecontextofsustainabledevelopment.Ofparticularrelevancetoparksandopenspacespolicyareprogrammestoreclaimderelictlandthroughsoftenduses,
including“Newlands”and “REMADE”andthecreationofregionalparksdesignedtocreateandmanagearangeofnewregionalparkresourcesclosertothemaincentresofpopulation. 


TheNorthwestRegionalSpatialStrategyaimstolinktheregion’seconomic 
housing,transportandplanninggoalsinabroadspatialstrategy.Itsvisionisdetailedas: 

“By2021weaimtoseeManchesterandLiverpoolfirmlyestablishedasworldclasscitiesthankstotheirinternationalconnections,highlydevelopedserviceandknowledgesectorsandflourishingculture,sportandleisureindustries.ThegrowthanddevelopmentoftheCentralLancashireCityRegionasafocusforeconomicgrowthwillcontinue,buildingontheexistingindividualstrengthsoftheurbancentresaroundcommerce,highereducation,advancedmanufacturingandresorttourism.Theregion’stownsandcitieswilloffer 
stronganddistinctivecentresfortheirhinterlands,withattractive,highqualitylivingenvironmentsthatmeettheneedoftheirinhabitants;ourareasofnaturalbeautywillbecomethesettingforviable,ruralcommunitiesthatenjoyincreasedprosperityandqualityoflife,withoutanycompromisetothecharacteroftheirsurroundings.By2021wewillseeaNorthWestthathasrealisedahigherqualityoflifeforallitscitizensthroughimprovedprosperity,
embracingtheprinciplesofsustainabledevelopment,therebyreducingeconomicandotherdisparitieswithintheNorthWestandwiththeUKasawhole”. 


Theplanidentifiesfivethemeswhichareeitherinmostneedofinterventionorhaveasignificantcontributiontomakeinmeetingparticipationtargts: 

•Enhancingthesportinginfrastructure 
•Improvinghealthandwell-being. 
•Developingeducationinschools. 
•Benefitingtheeconomy. 
•Creatingsaferandstrongercommunities 
Eachoftheabovethemes,arerelevanttosomedegreeinRibbleValleybutwithsportinginfrastructure,healthandwellbeingandsaferandstrongercommunitiesbeingofgreaterimportance. 



4.3LocalContext 


TheCouncilhasadoptedthefollowingstatementthatsetsoutitsroleandresponsibilitiesinrelationtothecommunitiesitexiststoserve: 

“TheCouncilwillprovidehighquality,affordableandresponsivepublicservicesthatdevelopthesocialandeconomicwell-beingoftheBoroughwhilstsafeguardingtheruralnatureofthearea” 

OurVISION,whichissharedwiththeLocalStrategicPartnership,remainsconstant.Bynolaterthan2016weaimtoensurethatRibbleValleywillbe: 

“Anareawithanexceptionalenvironmentandqualityoflifeforall;sustainedbyvitalandvibrantmarkettownsandvillagesactingasthrivingservicecentresmeetingtheneedsofresidents,businessesandvisitors.
” 

Webelievethatthis 


reflectsoursharedaimfortheBoroughwhichhasthehighestqualityofenvironmentforthosewholiveinandvisitthearea.Itrecognisesthatpeoplemusthaveahighqualityoflife;thatsuitablehomesareavailabletomeettheirdiverseneedsandthattheyshouldbesafeandfeelsafe. 

InordertodeliveritsVisionandprovideafocusforhowitdeliversservices,theCouncilhasagreedasetofoverridingambitionsandpriorities. 

Aboveall‘weaimtobeawell-managedCouncilprovidingefficientservicesbasedonidentifiedcustomerneeds’overarchesallofourAmbitions,whilst 
recognisingtheimportanceofsecuringadiverse,sustainableeconomicbasefortheBorough. 

ThethreeAmbitionswhichtheCouncilhasagreeditwillworktowardsare: 


-especiallytoensurethatwehavesafeandtroublefreecommunitieswithhealthylifestyles 


-especiallytoprotectthenaturalandbuiltenvironmentandensurethatweprovidecleanstreetsandopenspaces 


-especiallytoensurethattherearesufficientaffordablehomesforlocalpeoplewhoareinhousingneed 

Werecognisethisisambitiousandwillnotbeeasytoachieve.Howeverwehavesetourselvesatargetofachievingthisby2016." 



4.3LocalContext(continued) 

TheSustainableCommunityStrategy2007-2013focusesonachievingrealisticimprovementsintheeconomic,socialandenvironmentalwell-beingofRibbleValleyoverthenextfiveyears.ItisthekeystrategyfortheBorough.TheSustainableCommunityStrategysetsaclearframeworkonwhattoaimfor,
andagreestargetsonachievementofobjectives.ThereisclearownershipoftheStrategyfromallmembersoftheRibbleValleyStrategicPartnership.
Thecorporateplanningprocessfor2008-2009willbeginwithconsideringprioritiesidentifiedbythestrategicpartnership.ThiswillensuretheCouncil’s 
CorporatePerformanceandImprovementPlananddepartmentalserviceplansflowfromRVSP’sagenda. 

InordertorealisethisvisiontheRVSPfocusesonanagreedsetofthemes: 

•CommunitySafety 
•HealthandWell-being 
•EnvironmentalExcellence(ClimateChange) 
•Housing 
•TransportandInfrastructure 
•CommunityCohesion 
•Culture,HeritageandTourism 
•EducationandLifelonglearning 
•ASustainableEconomyandthrivingmarkettowns 
RibbleValleyBoroughCouncilisworkingcloselywithourkeypartnersandlocalcommunitiesthroughtheRibbleValleyStrategicPartnership.Eachofthepartners/agencieswithinthePartnershipcontributestowardstheachievementsoftheSustainableCommunityStrategythroughitsownactionsandjointactioswithothers. 


InMarch2006theCouncilenteredintoanagreementwithcentralgovernmenttoimprovethequalityoflocallydeliveredpublicservices.TheLocalAreaAgreement(knownastheLAA)isanagreementbetweencentralgovernmentandagroupofpublic,voluntary,communityandfaithsectorserviceproviders. 

IndevelopingtheAgreement,theCouncilworkedcloselywithitspartnerstoidentifypriorityoutcomesforLancashireandtodevelopnewwaysofworkingtodeliverthem.ThebodieswithinthePartnershipwillworktogethertowardsanagreedsetofoutcomesdesignedtomakealastingdifferencetothepeopleofLancashir.TheLAAprovidespartnerswiththefreedomandflexibilitytojoinbudgetsandservicestodelivermoreeffectivelocalactionwithbetteruseofresoucesandasimplifiedperformanceframework. 



CompositionoftheRibbleValleyStrategicPartnership(March2007) 

Board(15) KeyConsultativeBodies for the RVSP 
2x Ribble ValleyBoroughCouncillors 
2x Lancashire CountyCouncillors Longridge Action Partnership 
2x ParishandTown Councillors Clitheroe the Future 
1x CEOTrinityPartnership The YouthCouncil 
1x CEORibble ValleyandHyndburn Councilfor VoluntaryServices 
RVTourism Association 
ParishandTown CouncilLiaison 
Committee 1x GeographicalInspector ofPolice for Ribble Valley* 
1x CEORibble ValleyEnterprise Agency** GovernmentOffice NorthWest 
1x CEOHyndburn andRibble ValleyPrimaryCare Trust*** NorthWestDevelopmentAgency 
RVCommunityForum 
1x RetailEconomyrepresentative RVSeniors Action Forum 
(Age Concern) 1x LandEconomyrepresentative 
1x ManufacturingIndustryrepresentative Lancashire Fire &Rescue 

Crime And 
Disorder 
Reduction 
Partnership 
Economy 
Education 
&Life LongLearning 
CommunityCohesion 
StrategicHealth 
ImprovementGroup 
HousingForum 
These6thematicgroupsandDeliveryTeams,whicharesetupasandwhennecessary,feedintotheLocalAreaAgreementBlocksbelow.EachblockhasaBoardMemberrepresentingitasit'sChampion. 

Safer 
StrongerCommunities 
Economic 
Enterprise &
Development 
Healthier 
Communities & 
Older People*** 
Children & 
YoungPeople**** 
Lancashire LocalArea Agreement 

LAAactivitiesaregroupedaroundfourthemes(or‘blocks’),eachofwhichaims 
toachieveaseriesofoutcomesaslistedbelow. 


Toreducecrimeandtheharmcausedbyillegaldrugsandanti-socialbehaviour,
andaddressrelatedissuesincludingimprovingthequalityoflifeforpeopleinthemostdisadvantagedneighbourhoods. 


Toimprovethehealth,life-outcomes,andpositivesocialparticipationofLancashire’schildrenandyoungpeople. 


To increase entrepreneurshipandachieve improvedaccess to economicprosperitythroughoutLancashire. 
Toreducehealthinequalities,lifeexpectancyandwell-beingacrossLancashirebyimprovinglifestylesandaddressthewiderdeterminantsofhealth. 

LocallywithinRibbleValleythereareanumberofareaswheregoodprogresshasbeenmadetocontributetowardstheLAAoutcomes.Theseinclude: 

•£9000LAAPumpPrimingGrantisbeingusedtoimprovethequalityofstreetcleaninginselectedareasoftheBoroughduringthesummerperiodfromApril
hroughtoJuly2007. 
•RibbleValleyCrimeandDisorderReductionPartnershipoffersarangeofinitiativesincludingdiversionaryactivitiesthroughsportandyouthwor,
mentoringschemes,targetedworkwithknownoffenders,alcoholawareness,
PubwatchandNeighbourhoodPolicing. 
•TheCouncilhascreatedapartnershipwiththePoliceCommunitySupportOfficerstoissueFixedPenaltyNoticesforlitteranddogfouling.InadditiontheCouncilhasincreasedthehoursoftheDogWardenserviceandhasprovidedextradogbinsacrosstheBoroughinconsultationwithParishouncils. 
•AchievedgoodsuccessesworkingwithPoliceandCommunityTogether(PACT)
tosupportlocalActionGroupstoaddresscrimeatalocallevel.ForexamplethePrimroseAction25grouphasmanagedreducetheincidenceofcriminaldamageintheirareafrom25incidentspermonthdowntosinglefigres. 

TheprimarytermsofreferenceoftheRibbleValleySPAAistoworkinpartnershiptodirectlyimpactonincreasingparticipationlevelsandwideningacesstosportandphysicalactivityforallresidentsofRibbleValley.Inadditiontoincreasingawarenessofthebenefitsofexerciseandmoreactiveandhealthierlifestylesitisessentialthatthereareappropriateacivitiesaccessibletothecommunity.Thetwomainareaswhichwillbefocusedonarewalkingandcycling. 

Recognisingthecurrentemphasisonhealthinitiativesandthefactthatthereisaneedtoutilisethesurroundingnaturalenvironmentforparticipaionthereisanincreasingemphasisonoutdoorrecreation.ItisenvisagedthatParksandOpenSpacesthroughoutthedistrictwillplayanimportantroleasvenuesforcoaching,training,eventsandguidedwalksandrides. 



5.0SITEDESCRIPTION 
SiteName 

ClitheroeCastleGrounds 

GridReference 

Easting:374297Northing:441753 

Area 

7.64Hectares 

GeneralDescription 

ClitheroeCastleholdsacommandingpositionabovethetowncentreandrepresentstheiconiclandmarkforthewholeoftheRiblleValley.TheCastleissetonalimestoneoutcropwithintheformallandscapedgardensoftheCastleGrounds.Thesiteattractsvisitorsfromawidecatchment,includingmuseumvisitorsfromtheregionandbeyondtolocalresidentswhoseethefacilityastheirlocalpark.ThestrategicimportanceoftheCastleandGroundsisalsorecognisedasbeingakeycomponentintherenaissanceofClitheroeasavisitordestination 

Layout 

TheCastleandit'sgroundsoccupyasignificantareainthetowncentre.Thesiteissub-dividedinto9constituentcharacterareaswhichareeasilyidentifiablebytheirvisualappearanceandcharacter. 


Thisincludesthebuiltstructuresofthekeep,thecurtainwall,thestables,theoldCourthouse,theWarMemorialandassociatedgarden,thegatewayandupperdriveandtheformergreenhouseterracestothesouthofCastleHouse. 


Thiscomprisestheirregularexposureofrocksurroundingthekeepandextendingsouthwardstothecrowsnestandaroundpasttherosegarden.
Therearetwokeypathswithintheoutcrop,themostimportantbeingatthenorthernendwhichprovidesdirectaccessfromtheCastleGateentrancetothekeep.Thesecondisasteeplygraded,roughsurfacetrack. 



Thisareaembracesundulatingslopesofthenorthernandwesternflanksofthesiteandcontainsthebandstandandamphitheatreandasignificantlenghofthemaindriveway. 


Thisisanareaofmatureandsemi-maturewoodlandwhichslopessteeplydownfromthecastlemoundtostreetlevelwheretherearetwoentrancesonto 
WooneLane. 


SituatedabovetheEasternFlanksthegardenconsistsofanumberofraisedbedswithacentrepieceofaturretfromaparapetoftheHousesofParliament 


ThismostlymadeupoftheStockwellMeadowalargemostlyflatareaofmowngrassframedbyLimetreesalongit'swesternandsouthernboundaries.Thechildren'splayareaoccupiesasubstantialareatothenorthernendofthefieldwhilsttheremainderisusedforinformalrecreationandevents.Theformer 
lowerbowlinggreenhasbeenredevelopedintoalabyrinthoverlookingtheplayareainthenortheastcorner. 


Thesetakeupmostofthesoutheastcorneroftheparkandconsistoftheupperbowlinggreen,twoterracelevelsofballcourtsaputtinggreenandtheBowlingGreenCafe.Recentdevelopmenthasaddedahighqualityskateparkandamulti-usegamesareaforyoungpeople. 


ThisisasmallwalledenclosureinthesoutheastcorneroftheparkusedasanoutdoorstorefortheGroundsMaintenanceTeam,thereareanumberofmature 
treesaroundit'speriphary. 

SiteOwnership 

ThesiteispredominantlyintheownershipofRibbleValleyBoroughCouncil.
Theskateandmulti-usegamesareaareunderthemanagementofTheGrand.
TheremembrancegardenandcenotaphremaininownershipofClitheroeTownCouncil. 



PrivateBusinessOperatorsandLeases 

BowlingGreenCafeCastleMuseum 
CastleRestaurant 

(Maybesubjecttochange) 

LocationandAccess 

ClitheroeCastleandit'sgroundsarecentrallylocatedinthemarkettownofClitheroeandisborderedtothenorthandnortheastbythemainretailcenreofthetown,comprisingthehighstreetandmarketareas.TothesoutheastofthesiteliestheresidentialareaknownasLittlemoorandthemainrouteinto 
thetowncentre,WhalleyRoad.ThePrimroseresidentialarealiestothesouthofthesiteandtheLittlemoorresidentialarealiestothewestandsouthwest. 
Alongthewesternflanktherailwayline,whichlinksthetowntomorepopulatedcentressuchasBlackburnandPreston,bordersthesite. 

ThereareexcellentpublictransportlinkswiththeClitheroeInterchange,
comprisingbothrailandbusstations,situatedwithineasywalkingdistance(<400metres).Thereanumberofpayanddisplaycarparkswithinthetownagainwithineasywalkingofthegrounds,andmostofthetown'spopulationofc.15,000livewithinamileofthecastle -ashortwalkorcycleformostpeople. 

Thereare5pedestrianentrancestothesite,thethreemainonesatCastleGate,TrinityandEshtonTerrace,andtwosmallerentrancesontoWooneLane.
ThereisnopublicvehicularaccesstothesitebutthereisdisabledparkingavailableoppositetheCastleGateentrance. 

OpeningHours 

Theparkisopentothepublicatalltimes. 

SiteUse 

Usedforinformalrecreationincludingdogwalking,rambling,naturestudy,
cycling,commutingtoworkorschool,sportandplay.Theparkalsoprovidesforanumberofformalactivitiesincludingorganisedeventsandfestivals.TheCastleKeepandthemuseumattractvisitorsregionallyandnationallyandthesenumbersareexpectedtoincreasefollowingtherefurbishmentoftesefacilitiesandsubsequentopeninginMay2009. 

DesignationsandSignificance 

ThesiteislistedGradeIIinEnglishHeritage'sRegisterofParksandLandscapesofHistoricImportanceinEngland,theKeepitselfisGradeIlisted.TheCastleandit'sgroundsformpartoftheClitheroeTownConservationArea.Thelimestoneoutcropor'knoll'onwhichthecastleandkeepstandisdesignatedasaCountyBiologicalHerotageSiteforit's 'RockHabitat(Ro2)'.TheCastleand 
it'sKeeparescheduledmonuments. 



Topography 

ThesiterisesfromCastleGate,95metresabovesealevel(asl)inthenortheastcornertotheKeepwherethehighestpointofthesite,
117metres(asl),is.
Itthenfallsaway,atasimilargradientatfirst,inasouthwesterlydirectiontowardsthelowestpointofthesite;theEshtonTerraceentranceat75metres(asl).ThelengthofthesitebetweenCastleGateandEshtonTerraceis460m,
thewidth,betweenParsonsLaneandMoorLaneis130metres. 

Ecology 

TheCastleGroundshassignificantecologicalvaluewithbothnaturalisedformallymanagedlandscapespresent.Thepark'streestockisparticularlyimpressivewithmanyfullymaturetreespresent,typicallyAsh,Lime,BeechandSycamore.Therearealargeamountofshrubspresentinthemoreformalareasoftheparkwhichprovidehabitatforgroundnestingbirds.ThelimestoneknollonwhichtheCastleandKeeparesituatedisdesignatedasaCountyBiologicalHeritagesiteduetoit'srockhabitat.Moreinformationtobe 
added. 



OutlineHistory 

ThedevelopmentoftheCastleGroundscanbedividedbroadlyintothreephases: 

TheCastleasadefencestructureand 

Estateadministrationandimprovements:private,
domesticgardenactivityspreadsoutsidecastlewalls,ontolowerslopestosouth(FrontDitches)andbeyond;propertyextendedtoincludeStockwellandCliffCroftmeadows. 

Thepublicpark:thesitewaspurchasedbytheTown

OriginallybuiltbythedeLaceyfamilyasaseatfromwhichtocontrolanddominatetheirlands,ClitheroeCastlewasanimportantadministrativecentreforthesurroundingarea;operatingacourtandhousingagaol.Thiscentralistaionofpowerwasacommonfeatureofthefeudalsysteminwhichvariousmanorsbelongedtooneowner,(comprisingtheHonourofClitheroe),
andaccordingtowhichthelordsoftheindividualmanorsweretenants.TheHonourofClitheroewasadministeredbyastewardwhoresidedatthecastle. 

Theoriginalwalledcastleandkeep,builtontopofalimestonerockoutcropandconsistingofanupperandlowerwardarebelievedtodatefromthe12thcentury.It'spositiononthenaturaloutcrop,dominatingtherelativelyisolatedcountrysideintheRibble/AiregapasanimportantcrossPenninetraderoute,
gaveitstrategicsignificanceeventhoughitremained ofmodestsize.Throughtheagesthecastlewasprobablywitnesstonumerousskirmishesandincidents

(e.g.ScottishforcesunderWilliamFitzduncanin1138;occupationbySirAdamBanasterandsupportersin1315),butwasalreadydescribedas'veryruinous'in1602.Repairswereundertakenperiodically,includingduringtheCivilWarwhenthecastlewasfirstoccupiedbyRoyalistforcesandlaterbyParliamentarians.In1649Parliamentorderedthatthecastleshouldbe 
'slighted'torenderitunusable,althoughthereisdoubtwhetheritwasnecessarytoeffectsuchworksasthecastlewasrelativelyruiniousatthattime. 
Recordsfromc.1300indicatethatthegrassyslopesatthebottomoftheoutcrop(thesocalledCastleDitches),tothewestandeast,hadbeenusedfor'herbage'fromanearlydate.TowardstheendoftheC18,thesiteconsistedofthewalledcastleandsurroundingditches,withanarrowstripoflandextendingwestwardstothestockwell.AdjoiningtothesouthwasmainlyflatmeadowlandwhichbecamedividedintoStockwellMeadowstothewestandCliffCroft 
Meadowtotheeast. 

administrative centre:private,domestic garden activitymainlyrestrictedto area within castle walls on rockyoutcrop. 
Councilandlaidoutas a public park. 

Thefirstevidenceforagardenatthecastleisprovidedbyaplanthoughttodatefromthelate1720'swhichshowsawalled,rectangularenclosure(labelledTheOldGardenandlatertobecomeTheMemorialGarden)intheeasternhalfofthelowerward.ThesouthcorneroftheLowerWardwaslaidoutwithtrees 
andotherregularlyspacedplantingsuggestinganorchardand/orkitchengarden.By1822thissoutherngardenhadaterracewalkrunningalongit'sboundarywall.EvidencedatedmidC19showsthesiteoftheoriginalrectangularenclosureoccupiedbyagardenwithapatternofbedsofvariousshapesandsizes.ThehigherareaoftheUpperWardwaslaidoutwitharegularpathandgreenhouse,suggestinguseasakitchengarden. 

UntilthebeginningoftheC19theapproachtothecastlewasinastraightlinedirectlyfromthenorth,enteringtheLowerWardinthenortheastcorner,nowtheCastleGate.Between1822and1842thelineofthisapproachwasalteredtoacurvingalignmentwhichmayhavealsoeasedthegradientslightly.Inadditionasecondapproach(thebackroad)waslaidoutfromthewest,
originatingatStocksWell. 

Outsideofthecastlewallstherewere,bythemiddleoftheC19,twomainareasoftreeplantation:onthenorthfaceoftherockyoutcrop,belowthecastlekeep(throughwhichledafootpath,windingit'swaydowntothemainentrance);androunghly,inahorse-shoeshape,alongthenorthernhalfoftheFrontDitch,(i.e.theeasternbanksofthesite). 

Phase2 

In1845,WalterFrancis,5thDukeofBuccleuch(1806-1884)inheritedtheHonourofClitheroe.HecarriedoutimprovementsanddevelopedtheHonourprobablyduetotheincomegeneratedbytheextensivequarryandmininginterestsconnectedwithheproperty.DuringtheDuke'stenure,majorrenovationsandimprovementstookplaceatthecastle.Notonlywerethekeep,CastleHouse,CoutHouseandotheroutbuildingsextensivelyrenovatedbuttheexisitngroadandpathsurfaceswererenewed,withadditionalprovisionsforsurfacewaterrun-offanddrainage.Theterracewalkinthesouthcornerofthewalledenclosurewasprovidedwithnewrailingsandgates,andanewwalledgardenwasbuilt. 

In1847muchofthelandadjoiningthecastleandDitcheswaspurchasedbytheEstate(mostnotablythetwomeadowstothesouth,StockwellandCliffCroftmeadow),almostdoublingthesizeofthesiteandefeectivelyestablishingtheshapeandextentofthepresentcastlegrounds.Duringatleastpartofthisperiodthecastlewasopentovisiotrswhoreferredtothemagnificentviewsfromthekeep.Thepathsstepsandrailingsonthenorthernpartoftherockoutcropbelongtothisperiod. 



Phase3 

In1920thesitewaspurchased,bymeansofpublicsubscription,byClitheroeTownCouncilasamemorialtothosewholosttheirlivesintheFirstWorldWar. 
Theinitiallayoutasapublicparkincludedtheadaptationofthe'oldgarden'asaMemorialGarden(onthelowerterracewithinthecastlewalls),withafinecenotaphandbronzesculptureofasoldierwithbowedhead,symbolicallyfacingsouth-easttowardsPendleandtoFlandersbeyond.By1922therewasprovisionfortenniscourts,puttinggreenpavillionandsonnafter,themainbowlinggreen.Thesewerelaidouttothesouthofthecastle,mainlyontheformerCliffCroftmeadow. 

Subsequentdevelopmentsinclude: 

•Newwalks,e.g.thewalkalongthewestboundary,planted(c.1925)withtrees;twonewwalksthroughtheformerBackDitches(theloweroneby1932;anothermoreinformaloneby1949); 
•Newentrances,e.g.inthesouth,atEshtonTerrace(c.1931),withapathfromEshtonTerracetothetenniscourtsalsoatWooneLaneandMoorLane 
completewithfineirongates; 
•Newfeatures,e.g.thebandstandwithterracing(1928)andrailings/gates(1931);therosegarden(1936),onthesiteofanearlierterrace,replacingtheladiesbowlinggreen;withturretfeature(1937)fromtheHousesofParliament;asecondgreenhouseontheouterterraceimmediatelysouthofCastleHouseoverlookedtherosegarden; 
•ThelevellinganddrainingofStockwellmeadow(startedin1927),tobecomeaplayingfield,accommodatingachildren'splayarea(c.1938)andasecondbowlinggreen(by1949); 
•Subsequentdevelopmentssince1945includereplacementofthebandstand(1970,followingfiredamage)refurbishmentofplayground,formationandsubsequentremovalofapaddlingpool,creationandsubsequentinfillingofthepondintherosegarden,agardenshelter,crazypaving,ornamentaldwarfwallingandassociatedplanting. 
Withinthecastlewalls.theformergardenareasabovethememorialgardenandinthesouthcornertrianglehavesincebeenputtouseasserviceareas,
whilethemainbuildingshavebecomehometothemuseum(1981)intheCastleHouseandtheNorthwestSoundArchivecurrentlyhousedintheOldCourthouse. 

Overthelast50yearstherehavebeenfewmajorchangesinlayoutbutthegroundshavecontinuedtochangegradually,incrementallyinresponsetominoradditions,culturalpatternsandvegetationgrowthandfollowingapatternofdevelopmentandpartialdeclinerecognisableinparksthroughoutthecountry. 



By1940theconcernsfocusedonmattersofcivildefencethroughtheperiodofthewar,andalthouughlittleappearstohavebeentakenoutofthepark,thelevelsofmaintenancewereprobablycutbackatthistime.ConsiderableeffortstorefurbishthegardensfollowingtheWarareshowninaerialphotographsof1949withinvestmentinthebedsandshrubberiesofhemiddleground(betweenandaroundthebowlinggreens).%0yearslatermuchofthisvegetationisover-matureandneedstobethinnedandrejuvenatedtoreestablishamoreopen,
lessthreateningenvironment. 

From1970therebegananewpre-occupationwithsitesecurityandvandalismissueswiththeintroductionofdogpatrolswhichsubsidedintoamoreresignedattitudetodamageandvanalism.Ineffectthiswasprobablyaperiodofslow,
butnotterminaldecline,counterpointedbylocalimprovementsandadditionstheremovalofthepaddlingpoolandrenewalofplaygroundequipment,
theintroductionoffloodlightingtothetenniscourtsandthereintroductionofamodestcafeconcessionnthepavillion.Thetraditionsofthe 'lastnightoftheProms'heldinthearenabandstand,occasionalpageants,torchlightprocessionsandothereventskeepthecastleandparkproudlyintheconsciousnessofthelocalpopulation.