Glasgow's Cultural Strategy - Glasgow Life

Cultural and Leisure Services 

20 Trongate 

Glasgow 

G1 5ES 

Tel: 0141 287 4350 

Fax: 0141 287 5199 

E-mail: culture@glasgow.gov.uk 

www.glasgow.gov.uk 

Glasgow’s Cultural Strategy 

Glasgow: The Place, The People, The Potential 

BE PART OF IT 

Published March 2006

01 

02 

Foreword 

Glasgow is in the process of a great 

renaissance. In the past few years, new 

homes, schools, leisure facilities and 

businesses have sprung up, and there are 

now more jobs in the city than ever before. 

There is certainly a growing self-belief 

and ambition in Glasgow. Whether this is 

shown in our desire to attract the world’s 

leading sporting and cultural events or 

the confidence other people have shown 

by investing in the area, it’s a great time 

to be part of the city. We must continue 

this good work and ensure that those 

people who don’t currently benefit from 

this are given the opportunity to do so. 

We want to create a city of opportunities 

where everyone, regardless of their 

background, has the chances and 

self-assurance to reach their full 

potential. Culture and sport can play 

a major part in achieving this – it can 

help people strive for excellence and 

achievement in all parts of their life. 

We need more people to share in the 

experiences of culture and sport. We 

want all communities to do better and to 

inspire each other. We want them to take 

up an instrument, use their voice, draw, 

perform, dance, run, do gymnastics, excel 

at team sports, visit libraries, museums 

and heritage sites, and just have fun. 

We want people to read, reflect and 

understand the world around them, 

to get a glimpse of the past and images 

of the future. We want to use the 

resources at our disposal, and those 

of our partners, to involve, challenge 

and stimulate the people of Glasgow. 

All of this will help continue the 

transformation of Glasgow. It’s about 

helping people do better at school, 

making it easier to find employment 

or take part in additional training 

or education, and improving the 

health of the whole population. 

Of course achieving this will be a very 

great task. It will mean the City Council 

working with public, private, voluntary and 

community groups across all of Glasgow, 

along with national agencies too. But 

there is an immense prize to be won if we 

do this, and one that we must all strive for. 

Since being European City of Culture in 

1990, Glasgow has changed significantly 

and for the better. We can now use 

culture and sport to continue this good 

work, and ensure that everyone in the 

city has the best opportunities to succeed 

in life. Our Cultural Strategy will play 

a major part in making this happen. 

Councillor Steven Purcell 

Leader of Glasgow City Council 

This is the first comprehensive 

Cultural Strategy published by 

Glasgow City Council in recent years 

encompassing dance, music, visual 

arts, theatre, community recreation, 

museums, heritage, libraries, 

information and learning, sport, 

parks and open spaces, events and 

festivals, and creative industries. 

Although the publication is in itself 

significant, demonstrating the Council’s 

belief that culture is central to improving 

the quality of life for Glaswegians and 

visitors alike, it is not the words, but what 

is actually being delivered through the 

strategy which matters. And although 

I could be accused of bias, what the 

strategy delivers is – and will be – simply 

stunning. For example, investment 

in physical infrastructure, the like of 

which has not been seen since Victorian 

days - £200m of capital investment in 

cultural facilities in the next 5 years, 

with 2006 alone seeing: the opening 

of the City Halls and Fruitmarket, new 

home to the BBC Scottish Symphony 

Orchestra; The Bridge in Easterhouse, 

an Arts Centre, designed by top Scottish 

architect Gareth Hoskins, and base for 

the National Theatre of Scotland; and of 

course the long awaited refurbishment 

of Kelvingrove Art Gallery and Museum. 

In addition, there is a new policy 

pledge to all Glasgow’s schoolchildren, 

guaranteeing opportunities to visit, enjoy 

and participate in programmes at the 

city’s museums and galleries, libraries, 

theatres, and arts venues, which will 

foster a life-long engagement with the 

arts, heritage, sport, and learning. 

In developing the strategy, the Council has 

acknowledged the link between cultural 

participation, economic regeneration, and 

the provision of enhanced opportunity for 

our citizens. In recent years, Glasgow has 

experienced record levels of private 

investment, and the city’s economy 

continues to out-perform the rest of 

Scotland. But with investment and 

economic growth comes the need 

for a skilled workforce, and we know 

that culture and sport have a key 

role to play in equipping people with 

the necessary skills to play an active 

role in Glasgow’s future success. 

We wish to sustain Glasgow’s regeneration 

and develop its metropolitan role within 

an adaptable yet robust framework 

for cultural investment. As part of the 

National and Regional Sports Facilities 

Strategy, for example, Glasgow is already 

committed to building a new National 

Indoor Sports Arena in the east end of 

the city and a regional sporting complex 

at Toryglen. Such continued investment 

will not only enable us to widen access 

to world class facilities for local 

communities, but also provides us with 

the confidence and competitive foundation 

to drive Glasgow 2014 – Scotland’s bid 

for the Commonwealth Games. Glasgow 

has long reaped the economic benefits 

of culture and sport and has a proven 

track record of successfully hosting 

top-class cultural and sporting events, 

including the annual World Pipe Band 

Championships, Celtic Connections, the 

Champions League Final in 2002 and, 

more recently, the Special Olympics 

Great Britain National Games. 

The strategy celebrates that provision for 

culture and sport is based on a vibrant 

mixed economy. This comprises a strong 

private leisure, entertainment and fitness 

sector, a contemporary and dynamic 

commercial music sector with an 

international reputation, alongside the 

cultural and creative industries – one 

of the key growth sectors in the city 

– which are now second only to London. 

Competing in a global economy, where 

cultural tourism is estimated to account 

for 37% of all tourism, our commitment 

to enhancing the city’s cultural 

infrastructure and events programme 

will help Glasgow to achieve a strong and 

unique position in the global market. 

The strategy recognises the city’s key 

cultural and sporting achievements 

and sets out a vision for delivering the 

Council’s social and economic aims 

and objectives through culture and 

sport. It will continue to evolve as we 

engage with partners and the city’s 

citizens, promoting a broader, more 

inclusive view of culture. This view of 

culture combines equality and access, 

and strives for excellence and quality. 

It strengthens local identity and places 

a high value on personal development. 

We want Glasgow to be an economically 

competitive, vibrant and creative city that 

prospers, but we also want to ensure 

that all its citizens share in its success. 

Bridget McConnell 

Executive Director, Culture and Sport

03 04 

Introduction 

Living in Glasgow today 

Glasgow is Scotland’s largest city and 

local authority. It has a population of 

585,090, of whom 22.3% are aged 18 

years or under, 15% are aged 65 or 

over, and 5.5% are from black and 

minority ethnic (BME) communities. 

The city has undergone a major 

transformation over the last 30 years 

and the regeneration continues. 

This transformation has seen the 

resurgence of the local economy 

and the renewal of Glasgow’s 

physical infrastructure and 

significant improvements in its image 

– nationally and internationally. 

Glasgow is a vibrant, culturally well 

developed and cosmopolitan city with 

a strong cultural infrastructure. Yet 

the city remains one of stark contrasts. 

Many citizens are not benefiting 

directly from the city’s growth and 

opportunities, both socially and 

economically, with more than 1 in 4 

Glaswegians of working age claiming 

benefits, almost half (46%) of families 

with dependent children headed by 

a lone parent, and almost half (47%) 

of Glasgow’s citizens living in the 

10% most deprived areas in Scotland. 

Glasgow’s health remains poor 

compared to the rest of the UK and 

Europe, with 26% of the population 

identified as having a limiting long 

term illness. We must conclude 

therefore that, despite Glasgow’s 

successful and continuing 

transformation, the energy and 

vitality of this vibrant, metropolitan 

city, with a significant cultural 

infrastructure, does not impact on 

the health and wellbeing of a large 

proportion of the city’s population. 

This is why we need to develop a 

clear strategy, linked to key actions 

that will focus on how all Glasgow’s 

citizens and visitors can benefit 

from the city’s cultural wealth, and 

involve a range of key partners from 

the public, voluntary and business 

sectors in its implementation.

05 

06 

The City Chambers, George Square 

Meet Your Neighbour Workshop 

at St Mungo Museum of Religious Life and Art 

River Clyde 

“Radiance, Glasgow’s 

Festival of Light, was 

excellent and an 

extremely impressive 

advert for Glasgow’s 

approach to culture.” 

Customer Comment 

The wider context 

The wider context is the First Minister’s 

St Andrew’s Day address in 2003, 

where he set out the government’s 

vision “to make the development of our 

creative drive, our imagination, the next 

major enterprise for our society. Arts 

for all can be a reality, a democratic 

right, and an achievement of the 21st 

century”. This acknowledges that 

each citizen of Scotland should have 

equal access to cultural activity. The 

First Minister also heralded the cross 

cutting agenda. This embeds cultural 

thinking across all departmental 

concerns and requires an integrated 

response from local authorities 

embracing all council services. 

The Cultural Commission established 

by the Minister for Culture, 

Tourism, and Sport in April 2004 

comprehensively reviewed the cultural 

situation in Scotland in all its facets 

and reported in June 2005 1 , setting out 

the major challenges facing Scotland’s 

culture. It considered the governance of 

the cultural sector; the establishment 

of four cultural rights along with 

supporting cultural entitlements, the 

development of national standards 

to raise the quality of cultural 

provision, the development of local 

cultural strategies and local Cultural 

Planning Partnerships, and making 

culture a key strategic theme within 

the Community Planning system. 

In Glasgow, Community Planning is 

being established at the city-region 

level, city-wide and locally. At the 

city-wide level, the Glasgow 

Community Planning Partnership 

established in February 2004, has 

written Glasgow’s Community Plan. 

It has five overarching themes which 

this cultural strategy seeks to support: 

• A Working Glasgow 

• A Healthy Glasgow 

• A Learning Glasgow 

• A Safe Glasgow 

• A Vibrant Glasgow 

The Social and Economic Impact 

of Culture and Sport 

There is significant evidence that 

culture and sport make a positive 

contribution to social renewal 

and economic regeneration and 

address broader social policy issues 

related to community development, 

social justice, health, learning 

and educational attainment. 

The 1997 ‘Social Impact of the Arts’ 

study by Matarasso 2 concluded that 

participation in the arts resulted 

in benefits to individuals and 

communities, such as an increase in 

confidence, creativity and transferable 

skills; building confidence in minority 

communities; promoting social 

networks and contributing to social 

cohesion. Other research carried 

out in 2003 for the Department for 

Culture, Media and Sport 3 showed that 

participation in cultural and sporting 

activities can also improve informal 

and formal learning; enhance quality 

of life; and improve personal and local 

identity and a sense of well-being. 

There is also clear evidence as 

identified by Coalter (2001) 4 and 

University of Glasgow (2002) 5 that 

cultural and sporting activity can 

lead to improved physical and mental 

health, and that people with active 

lifestyles have lower risks of coronary, 

cardiovascular and respiratory disease 

than those who have inactive lifestyles. 

Research carried out by NFO System 

Three in 2002 6 on the level and extent 

of participation in culture and arts 

activity has shown that the most 

disadvantaged in the community are 

least likely to participate, in particular 

lower socio-economic groups, young 

people with low education attainment, 

disabled people, and black and minority 

ethnic communities. A key priority for 

the Cultural Strategy is to increase 

participation in activities and access 

to facilities, in particular focusing 

on the most disadvantaged and 

excluded communities. 

Research carried out in 2002 for the 

National Endowment for Science 

Technology and the Arts (NESTA) 7 

concluded that there is a link between 

cultural participation and increased 

literacy, and an association between 

cultural possessions and culture in 

family background and educational 

performance. Research and evaluation 

of the New Opportunities Fund 

supported Splash Extra Programme 

(2002) 8 also demonstrated a link 

between participation in arts, culture 

and sport activities and a reduction 

in offending behaviour. 

Various economic appraisals and 

evaluations of cultural facilities, 

activities and events (e.g. Dundee 

Contemporary Arts Centre, the Arts 

in the Highlands and Islands, and 

the MTV Europe Music Awards in 

Edinburgh 2003) have demonstrated 

both direct and indirect economic 

impacts on local areas and beyond. 

Evaluations have shown that additional 

expenditure and employment both 

locally and nationally have often been 

the result of the establishment of 

cultural facilities or major events. 

They also highlight the importance 

of cultural tourism to the economy. 

Economic evaluations of sporting 

events have demonstrated a range of 

economic impacts including additional 

employment and the potential for long 

term economic gains, particularly 

when a major sporting event has 

been the catalyst for the regeneration 

of an area. There is also evidence 

that culture and sport contributes to 

environmental (physical) regeneration 

through the refurbishment or re-use of 

existing buildings, the establishment 

of cultural and creative quarters 

and the use of art in public places.

07 

08 

The Lighthouse, 

Glasgow’s Centre for Architecture and Design 

Tramway, 

performance and visual arts venue 

Hampden, 

Scotland’s National Stadium 

How culture in Glasgow 

has evolved 

Glasgow’s rise as the second city of 

the empire and workshop of the world, 

its long term decline and more recent 

renewal is well documented. It has 

left a rich cultural legacy. Glasgow 

still derives much of its personality 

and defining characteristics from 

its Victorian heyday: energetic, 

enterprising, confident, outward 

looking, resilient and combative in the 

face of hardship but at the same time 

‘community-minded’, determined to 

make something of itself and to be 

treated the equal of anywhere in the 

world. The cultural legacies of the 

19th century city – theatres, concert 

halls, public libraries, parks, 

architectural heritage and above all 

museums and museum collections 

– provide a significant proportion of 

Scotland’s tangible cultural assets. 

Glasgow’s Cultural 

Renaissance Post 1980 

In the face of major economic obstacles, 

poor housing and high levels of 

unemployment, Glasgow City Council 

took a bold, strategic decision to use 

the city’s cultural infrastructure as a 

catalyst for regeneration. It invested in 

the Burrell Collection which opened in 

1983, followed in 1986 by the Scottish 

Exhibition and Conference Centre 

and the Kelvin Hall International 

Sports Arena in 1987, the staging of 

the International Garden Festival in 

1988, and Glasgow’s designation as 

European Capital of Culture in 1990. 

The Council saw the latter as part of 

a strategic investment programme, 

which would ensure the long-term 

future of the cultural sector and 

contribute to the economic and 

social regeneration of the city. 

The ‘Year of Culture’ included 

performance events, exhibitions, 

commissioned works, community 

and international productions, and 

the creation of new venues, often 

from redundant spaces and buildings 

including: The Arches, Tramway, and 

the Glasgow Royal Concert Hall. 

There were an estimated 7 million 

attendees at over 8,000 events, which 

unlocked the potential for new cultural 

industries in areas such as music, 

design, film and creative technologies. 

Since 1990, momentum has continued 

through the city’s tourism strategy and 

through an investment programme 

in cultural and sporting venues. 

This includes St Mungo Museum of 

Religious Life and Art opened in 1993, 

the Gallery of Modern Art (GOMA) in 

1996, Glasgow’s first international 

50 metre swimming pool at Tollcross in 

1995, the Clyde Auditorium Conference 

Centre in 1997, the National Centre 

for Architecture (The Lighthouse) in 

1999, the refurbishment of Tramway 

in 2000, and the Glasgow Science 

Centre in 2001. 

The creative industries sector in 

Glasgow has developed significantly 

post 1990 with the support of the 

Council and Scottish Enterprise 

Glasgow. Tailored business 

development support includes 

the Glasgow Film Fund and Film 

Office, designed to make Glasgow a 

production city for film and cinema; 

financial support for organisations 

such as Wasps, to provide studio and 

workshop accommodation for artists; 

a business support programme for 

Glasgow design companies; and 

facilitating major themed developments 

such as the digital media campus 

and city science campus. 

In their totality these projects and events 

have contributed to the image of the 

city as a lively, cosmopolitan place to 

visit and work. This has resulted in 

a significant growth in tourism since 

1997, with Glasgow’s share of the 

Scottish tourism market increasing 

from 16% in 1997 to 19% in 2003. The 

Council’s strategy of proactively bidding 

for major world events, such as the 

UEFA Champions League Final in 2002, 

has contributed both to this growth 

and to the positive image of the city. 

The city now attracts more than 3.2 

million tourists each year, generating 

around £700million annually for 

the local economy. In parallel with 

the growth in destination tourism, 

Glasgow has seen conference sales 

increase by 200% since 1997. Leisure 

and tourism account for 28,000 jobs 

in the city and almost 56,000 jobs 

across the Greater Glasgow and 

Clyde Valley region, significantly 

higher than jobs in shipbuilding in 

the region when it was at its peak. 

Over the last five years the city’s 

economy has outperformed every 

other part of Scotland and within 

this growth the creative industries 

are playing a significant role, with 

Glasgow increasingly seen as the UK’s 

second centre for creative business. 

It has strong clusters in film, media 

and education. In 2001, nearly 27,000 

people were employed in the sector, 

equating to 7% of all city employment, 

and the sector was growing faster in 

Glasgow than the rest of the economy. 

Both Glasgow City Council and 

Scottish Enterprise Glasgow recognise 

the importance of the sector to the 

city economy and invest heavily in 

it. Glasgow’s Creative and Cultural 

Industries Strategy and Action Plan 

is being developed to ensure the city 

maintains its position as number 

two in the UK, and it is a Council 

priority to agree and implement 

the Strategy’s recommendations.

09 

10 

Kelvingrove 

Art Gallery and Museum 

Older people using an 

Open Museum handling kit 

Kibble Palace 

in the Botanic Gardens 

Physical Regeneration 

in Glasgow 

The evolution of Glasgow has been 

underpinned by significant physical 

redevelopment and regeneration, 

and a sustained programme of 

investment in new office, hotel, and 

retail developments over the last 

ten years. Substantial investment in 

housing, in both traditional inner city 

tenements and peripheral estates, has 

occurred from Greater Easterhouse to 

Castlemilk. Private housing investment 

is transforming previously blighted 

areas particularly on the waterfront, to 

the east of the city centre, and in the 

inner east end, and the recent transfer 

of the city’s housing stock to the GHA 

signifies a continued commitment to 

this regeneration strategy. 

Glasgow City Council recognises 

the importance of culture and sport 

to the regeneration of the city and 

our commitment is evidenced in the 

ongoing and future planned investment 

in new cultural and sporting venues 

totalling some £170 million. This 

includes: a £30 million refurbishment 

of Kelvingrove Art Gallery and Museum; 

the relocation of the city’s Museum 

of Transport to a purpose built iconic 

building on a prominent site on the 

River Clyde; a £44 million investment in 

national and regional sports facilities, 

including the National Indoor Sports 

Arena as part of the Clyde Gateway 

Project; and supporting Scotland’s 

Commonwealth Games bid - Glasgow 

2014. The redevelopment of King Street 

and the Briggait as a visual arts quarter 

and the refurbishment of the City Halls 

and the Fruitmarket forms a key part of 

the city’s plans for the regeneration of 

the Merchant City as an economically 

vibrant cultural quarter. 

Parks regeneration continues, aimed 

at restoring Glasgow’s parks heritage 

at Glasgow Green,Tollcross Park, the 

Kibble Palace in the Botanic Gardens 

and at Govanhill Park, forming part 

of a wider area regeneration strategy. 

At a local level investment has taken 

place in community facilities and 

libraries across the city, recognising 

their key role as accessible, locally 

based facilities as well as their 

impact on the regeneration and 

renewal of local neighbourhoods. 

Funding partners currently 

include: national government; the 

National Lottery; the European 

Commission; and the private sector. 

A Cultural Balancing Act 

Glasgow City Council has to operate 

a fine balancing act in distributing 

its resources, between a focus on 

the city centre and the wider city, 

between the range of traditional 

high culture modes and community 

owned culture, and also between the 

very many other interest groups and 

organisations. Our task is to address 

these varying demands in a way that 

sustains creative organisations in an 

often dynamic and rapidly changing 

environment, in addition to taking 

a long term view of priorities in the 

deployment of staff, revenue and 

capital. It also means accepting that 

cultural activity impacts on the whole 

range of human life and therefore 

needs to service multiple agendas. 

Glasgow City Council has a key role 

in the delivery of Glasgow’s Cultural 

Strategy. It supports culture and sport 

through the art, P.E., drama, music 

and dance curriculum in its 29 New 

Learning Communities; via the Dance 

School of Scotland, the School of Sport, 

and the Gaelic School; and through the 

provision of individual instrumental 

tuition. It is the custodian of the 74 city 

parks, including its famous Victorian 

parks (e.g. Kelvingrove Park, Queens 

Park, Tollcross Park), as well as other 

notable city parks and opens spaces 

(e.g. Pollok Country Park, Glasgow 

Green and the Necropolis). It supports 

the creative and cultural industries 

and heritage development, as well 

as the main tourist initiatives and the 

Glasgow City Marketing Bureau with its 

role in supporting the development of 

the city’s Events Strategy. In addition, 

it delivers museums, libraries, arts 

and sport services through a range of 

city centre and locally based facilities 

alongside a range of community 

focused delivery networks. 

Shifts in policy direction have aligned 

the Council’s involvement in culture 

more closely with its central concerns 

for economic regeneration and social 

renewal, equality and inclusion, health, 

community safety, and community 

learning and development. 

Consequently we have redirected 

resources towards initiatives, projects 

and programmes designed to remove 

barriers to access, build capacity and 

provide pathways to participation. 

The Council is committed to building 

pathways which support people from 

the first spark of interest (e.g. an event 

in a local community centre, library 

or museum to a first visit to a city 

centre theatre, opera house or sports 

centre) in order to become a confident 

user of all the city’s services. This 

involves creating pathways for people 

who may have a potential interest but 

have no contact with specific cultural 

forms within their social network. To 

this end we have created networks 

of staff throughout the city to ensure 

that support is provided to embark 

on these pathways. For example, the 

introduction of Parks Development 

Officers to bring people back into 

our parks, state of the art Real 

Learning Centres bringing learning 

into our popular public libraries, and 

the establishment of a Youth Music 

Initiative in all our primary schools. 

The area based Community Action 

Teams support and develop arts, 

play and sport within communities, 

and the modernisation of the 

Museums Service has seen the 

establishment of the largest outreach 

and education service in the UK. 

The period from 1998 until now has 

shown a growing confidence in the 

city’s plans for cultural development 

from an array of funders. The Best 

Value Review process also led us 

to explore alternative methods of 

service delivery. The Kings Theatre, for 

instance, is now successfully managed 

by the Ambassador Theatre Group, and 

the establishment of the Kelvingrove 

Refurbishment Appeal (KRA) Trust 

has provided an effective and unique 

fundraising vehicle, involving some 

of the leading private entrepreneurs 

and business leaders in Scotland.

11 

12 

Aqua Aerobics 

Assistive technology within a REAL Learning Centre 

Festival of Light at the Hidden Gardens 

Case Study 

Developing links between education and wider cultural activity: 

Anti-Sectarianism and Education and Citizenship Programmes 

School children in Glasgow have participated in workshops developed by the Education and Access 

Team at St Mungo’s Museum, to develop their understanding and appreciation of other cultures. 

Young people explored themes such as racism, sectarianism, migration of communities and divisions 

within society, and learned how Glasgow’s multi-faith communities contribute to, and enrich the city. 

These programmes reflect our commitment to the development of services and initiatives to promote 

equality and challenge discrimination, and ensure that children and young people can experience the 

city’s cultural assets. 

Strategic Priorities 

Glasgow’s Cultural Strategy 

provides the direction for delivering 

cultural services in the city over 

the next three to five years. 

The intention is to develop a set 

of cultural entitlements based 

on the following broad ambitions 

through which we will deliver 

cultural services in the city: 

The right to explore, express 

and extend cultural identity 

Every citizen in Glasgow should have 

the right to experience the diversity 

of the city’s cultures and those of 

other cultures. For example, through 

accessing the city’s geneology and 

local history archives or attending 

the UK Festival of Muslim Cultures. 

The right to develop cultural 

talents and interests 

Every citizen in Glasgow should 

have the right to fulfil their creative 

potential through participation, and 

the development of their talent. 

For example, this could be through 

the Community Action Teams, Arts 

Development Officers and the posts 

within Education Services dedicated 

to making cultural links. 

The right to literacies 


the right to education, ensuring 

essential reading, writing, numerical 

and IT skills. For example, through 

the introduction of Every Child a 

Member campaign and raising the 

awareness of the impact of library 

use on educational attainment. 

The right to health and well-being 


the right to a general sense of health 

and wellbeing through participation 

in cultural, recreational and social 

activities. For example, through the 

provision of free access to swimming 

pools for all young people and adults 

over 60, and the Encourage project 

developing participation opportunities 

in the arts for older people. 

The right to a pleasant and 

high quality environment 


the right to an environment offering 

local distinctiveness, variety and beauty 

which protects local cultural heritage 

and public spaces. This can be realised 

through the development of free and 

safe access to events, activities, walks 

and cycle routes in the city parks. 

The right to help shape and design 

cultural policy and provisions 


the opportunity of helping to determine 

local cultural policies and provision. 

For example, through the development 

of local cultural strategies, and the 

development of an engagement 

strategy for young people that 

encourages comment and feedback 

on council services using Dialogue 

Youth networks and the Glasgow Young 

Scot Card and Glasgow Kidz Card. 

An essential part of our strategy is to 

open a dialogue with the arts, sports 

and cultural sectors as well as other 

partners, to articulate and develop an 

identifiable set of cultural entitlements 

for Glasgow’s citizens to engage with.

13 

14 

Encourage cultural and 

sporting participation 

We seek to enable as many people 

as possible (especially the young) 

to participate and realise their full 

potential by improving access to 

cultural and sporting activity as a 

means of enriching the quality of life 

of citizens of Glasgow and visitors 

to the city. Cultural rights and 

entitlements will play a central role 

in this. A cornerstone of Glasgow’s 

policy is the right of all citizens to 

culture, and to promote the expression 

of their cultural identity as a basic 

dimension of human dignity and 

social inclusion. 

One of the main mechanisms for 

widening access and increasing 

participation is through the many 

partnerships both between Council 

Services and with other city agencies, 

city organisations and the private 

sector. A key action from this strategy 

will be the establishment of a Cultural 

Planning Partnership for Glasgow, 

which will oversee the implementation 

of the Cultural Strategy and develop 

cultural planning for the city. Using the 

Community Learning and Development 

Partnership model, the policies and 

priorities from this Cultural Strategy 

will feed into the city’s Community 

Planning structures and processes, 

facilitating the development of 

local cultural strategies. 

Health is central to educational 

attainment, the ability to find work, 

and well being. With key partners 

in the health sector Glasgow City 

Council are committed to a shared 

vision of promoting sport and active 

recreation as one means of improving 

health and well being of citizens, 

particularly the most inactive. 

Case Study – Promoting Physical Activity: Community Clubs 

Part of Glasgow City Council’s commitment to improving the health and well-being of the 

city’s population, community clubs were established in response to reports that obesity 

levels among young children in Scotland were rising, due to high levels of inactivity and poor 

diet. Key objectives of the community club initiative are to encourage children to participate 

in physical activities on a regular basis from a young age, and to offer access to affordable 

and sustainable activities within a local setting. Based within ten of the city’s secondary 

schools, community clubs deliver a comprehensive programme of activities in the evenings, 

weekends, and holiday periods, attracting in excess of 2000 attendances per week. The 

Council’s Cultural and Leisure Services run community clubs jointly with voluntary groups, 

with other key partners including Education Services, Strathclyde Police, Strathclyde Fire 

Brigade, Glasgow Council for Voluntary Services, and the Sports Council for Glasgow.

15 

16 

Gallery of Modern Art 

Volleyball coaching session 

Kelvin Cycleway through Kelvingrove Park 

Case Study 

Raising Awareness of Social Justice Issues: 

Contemporary Art and Human Rights Exhibitions 

The Gallery of Modern Art (GoMA) has proactively sought to develop and improve its artistic 

and programming policies to support key Glasgow City Council objectives relating to social 

justice and equality. Sanctuary, elbowroom, and Rule of Thumb were part of a pioneering 

programme of events developed by GoMA, in conjunction with key partners such as Amnesty 

International, as part of its biennial Contemporary Art and Human Rights programme. 

Supported by a programme of workshops and events, the exhibitions aim to explore, address and 

raise awareness of social justice issues (e.g. forced migration, violence against women), while 

ensuring sensitivity, integrity and dignity. The events encapsulate how controversial and often 

‘uncomfortable’ topics can be considered in a sensitive way and how public awareness of social 

justice issues can be raised effectively. All three events culminated in an exhibition, which displayed 

the creative works of the participants, many of whom had direct experience of the issues being 

explored. All works were shaped by the participants’ personal thoughts and experiences, and many 

felt that the powerful self-expression was not only aesthetic, but also therapeutic and empowering. 

We will do this through the Active Schools 

Programme, which promotes physical 

activity amongst children, working 

with the New Learning Communities 

and establishing links to the city’s 

sports clubs and community clubs, 

and working with the Arts in Health 

Coordinators, currently funded by 

Greater Glasgow NHS Board. The 

Council will provide young people with 

the opportunity to learn to swim by 

Primary 6 and ensure that pathways 

are developed into advanced swimming 

programmes within our swimming 

pools. In addition, in line with the 

recommendations of the Physical 

Education Review Group, two hours 

of physical activity per week will be 

provided within the school curriculum. 

The Council will also support city wide 

programmes for walking, cycling and 

jogging, especially amongst older 

adults and the most disadvantaged 

and excluded communities. Critical 

to the success of these initiatives are 

area-based sports development teams 

working with local communities to 

create tailored activity programmes. 

The Council will increase the number 

of young people participating in football 

activity, with particular emphasis 

on the city’s most disadvantaged 

areas. The existing football 

development programme, delivered in 

partnership with the Scottish Football 

Association, achieves in excess of 

150,000 attendances each year and 

provides over 1,000 coach education 

opportunities for Glasgow citizens. 

The expansion of the programme in 

a more structured and localised basis 

will increase participation levels by 

40% by March 2009, deliver coach 

education more widely throughout 

the city, and develop a new league 

structure for adults. 

The city-wide free transport scheme 

Class Connections, aims to improve 

access to cultural and leisure 

opportunities for schools, especially 

those in socially excluded areas. The 

Council will seek to secure permanent 

funding to ensure it becomes a 

mainstream service. 

For 15 years the Open Museum outreach 

service has played an integral role in 

increasing access to, and participation 

in museums collections, by taking 

them beyond the museum walls and 

into the community so that citizens can 

create their own exhibitions, thereby 

developing new skills and interests. 

A review of the Open Museum will be 

undertaken to assess how to expand 

its work. 

The Council are challenging 

discrimination and raising awareness 

of social justice issues through the 

Gallery of Modern Art (GoMA), which 

hosts the biennial Contemporary 

Art and Human Rights exhibition, 

workshops and seminars. Sanctuary, 

the first in a series of exhibitions held 

in 2003, explored themes of identity 

and forced migration, and visitor 

numbers exceeded 210,000. In 2005, 

violence against women was explored 

through Rule of Thumb, and 2007 will 

focus on sectarianism and divided 

communities. The Artists in Exile 

project supports refugees and asylum 

seekers and is now in its third year. 

The city’s first literature festival Aye 

Write!, where 15,000 people took part, 

encourages reading and writing and 

is a vehicle to develop literacy and 

promote greater awareness of literary 

heritage and contemporary writing in 

Glasgow and Scotland. The second 

event will take place in February 2007. 

“One of the strongest 

thought challenging 

exhibitions – there feels 

like there was a real 

coming together of the 

artists and participants. 

Thanks for being able 

to see this.” 

GoMA Social Justice Exhibitions 

Comment from visitors book from elbowroom 

– part of Rule of Thumb exhibition 

The 21st Century is seeing the 

information revolution and libraries 

have a central role to play in ensuring 

that everyone has access to the 

resources, information and knowledge 

they need. 

We are committed to libraries being 

the hub of a city-wide integrated 

information service providing free 

access to many resources. They 

attract people from all walks of life, 

including the hard to reach, and 

provide safe, neutral environments 

which stimulate creativity and support 

formal and informal learning. 

In order to improve the quality, 

integration and range of resources 

available, the Council will work with 

public and commercial partners to 

implement key initiatives such as: 

the development of a citywide home 

library service and the launch of a 

range of Books to Go services involving 

workplaces, community libraries 

and community centres. Remote 

access to the cultural collections 

will be facilitated through the 

implementation of a publicly accessible 

collections navigation database, 

and the production of accessible 

electronic and print publications. 

Most parts of the city have some kind 

of facility provision, (e.g. a library, 

sporting facility or community centre) 

and we will ensure this spread is 

maintained where opportunities arise. 

The Council’s Pre-12 Strategy provides 

some opportunities for the co-location 

of leisure, cultural, health and learning 

services, with primary schools as 

the hub. 

Opportunities to enhance community 

provision will also be progressed 

through a corporate approach to the 

delivery of area based services and 

the strategic allocation of funds, 

building on existing good practice at 

Springburn Leisure Centre and Library 

and Haghill Park Primary School. 

New developments will include the 

Pollok Civic Realm project which will 

see the integration of Pollok Health 

Centre, Leisure Centre, Greater Pollok 

Development Company, Citizen’s 

Advice Bureau, childcare facilities, 

Pollok Library and Learning Centre 

and Pollok Kist in a community hub. 

People need to feel there are ladders 

of opportunity and progression and 

the Community Action Teams are 

important enablers. For example, they 

link possibilities within communities, 

getting youth groups to work with art 

form or sports specialists and enabling 

them to benefit from the coaches, 

trainers, courses and other resources 

that are available and are key in 

signposting groups and individuals to 

pathways to participation. 

Play is often not recognised for its 

ability to build knowledge and capacity. 

However, these life skills start with 

play as it opens out opportunities, 

ambition, creativity and imagination, 

and teaches children a range of social 

skills. Play experiences are vital 

to the growth and development of 

children, young people, families and 

communities. To date, Play Services 

have targeted children aged 5-12 years 

and it is proposed to widen the remit to 

pre-5s in order to develop experience 

of the arts, libraries, museums and 

sports. By age 8 all children in Glasgow 

should have had the opportunity to 

take part in an organised play session.

17 

Celtic Connections Festival 

“Few organisations 

are willing to take 

people on with little 

experience - this is 

one of the few places 

that will not only give 

you experience but 

encourage you to do 

what you want to do.” 

Museums volunteer who has gone 

on to gain employment as a trainee 

residential social care worker 

Performance during the 

Festival of Light at the Hidden Gardens 

18 

The Council will continue to recognise 

and develop the role of Community 

Facilities as a key entry point to 

engaging the city’s network of 

cultural and sporting activity. We 

will ensure that they continue their 

role in developing pathways and 

signposting other Council Services. 

The city organises many events, 

some internationally oriented and 

others community focused, and the 

intention is to reduce barriers to 

visiting these, whether this requires 

a free shuttle service as with the 

Glasgow River Festival, or ensuring 

access for disabled people is provided. 

Equally our programming and 

marketing will ensure events reflect 

the diversity of Glasgow’s population. 

The Council recognises the importance 

of young people’s participation and 

engagement with council services. 

Education Services support a network 

of pupil councils across the city. In 

addition, Cultural and Leisure Services 

is responsible for supporting the multi 

agency Strategic Youth Partnership, 

which will be responsible for ensuring 

that there is a consistent approach 

to engaging, communicating and 

consulting with young people. Youth 

Services are currently modernising 

and central to this is building a sense 

of trust from young people that their 

contribution will have benefits and an 

impact on how services are developed 

and delivered. Through the pupil 

councils, Dialogue Youth and the 

Glasgow Kidz and Young Scot Cards, we 

will establish an ongoing dialogue with 

young people to inform and develop 

the growing range of cultural and 

sporting services and facilities in the 

city. This will lead to the development 

of a Youth Council for the city. 

We also recognise that looked after 

and accommodated young people in 

the city may experience difficulties 

in accessing cultural and sporting 

activities. The Council has started to 

address the needs of this vulnerable 

group of young people through 

informal learning programmes. We will 

continue to develop this based on the 

needs of the young people across the 

full range of Council Services. 

The importance of creativity and 

culture in education is paramount and 

recognised in the National Priorities 

for Education. Encouraging creativity 

in children leads to a life-long process 

of learning and fosters imagination, 

ambition, self-reliance, initiative, 

and an ability to work collaboratively. 

This requires a less cluttered, more 

holistic approach to the curriculum, 

using culture and the arts to engage 

in creativity, to support personal 

development and citizenship, and to 

develop different forms of learning.It 

also means cultural entitlements must 

thread through the formal and informal 

curriculum and out of school learning. 

In supporting the development of 

creative young people in the city, it is 

essential that we build cultural links 

in and beyond schools. These links are 

not currently sufficiently developed to 

deliver a creative curriculum. However, 

this can be achieved through improved 

linkages between Community Action 

Teams, Arts Development Officers 

and the Cultural Co-ordinator and 

Cultural Links posts. For these to be 

effective and to truly develop a culture 

of participation, there needs to be a 

broad definition and interpretation of 

culture; a creativity agenda in schools 

which is recognised as adding value; 

and the development of key bridges 

between education and wider cultural 

activity, such as interactive visits 

to the city’s museums or a theatre, 

dance or music performance.

19 

20 

Gorbals Library and REAL Learning Centre 

Britannic Asset Management 

Women’s 10k 

Papermaking and bookmaking workshops, 

Hidden Gardens 

Case Study 

Promoting Personal Development and Strengthening Communities: 

Gorbals Library and REAL Learning Centre 

Gorbals Library and REAL Learning Centre was built with the aim of encouraging participation and 

breaking down barriers to social inclusion by enhancing community involvement in the learning 

process. By providing access to digital technology, learning and training opportunities, as well as 

a route to employment and better-paid jobs, the Centre is assisting in improving quality of life for 

members of the local community. 

Staff in the library’s Digital Inclusion Team have developed close relationships with local projects 

representing a range of target groups including: people with mental health issues, ex-offenders, 

young people at risk, homeless / resettlement communities, recovering addicts and their families, 

lone parents and the unemployed. 

The Gorbals Library and REAL Learning Centre is an example of how Glasgow City Council is 

working in partnership with key agencies (e.g. Greater Glasgow National Health Service (GGNHS) 

and local colleges) to make a positive local contribution. 

Key Actions 

For Glasgow’s children and young 

people, this will see the following: 

• Ensuring every child has the 

opportunity to learn to swim by 

the time they reach Primary 6. 

• Continuing to offer free swimming 

in Council leisure facilities for 

every child and young person. 

• Ensuring every primary school child 

has one visit to the city’s world class 

museums or art galleries, and one 

experience of a theatre, dance or 

music performance every year. This 

will mean that all primary school 

children, no matter where they live, 

experience the city’s cultural assets. 

• Providing after school clubs, and 

community clubs offering a range 

of cultural and sporting activities in 

primary and secondary schools in 

every learning community in the city. 

• Providing opportunities through the 

Council’s play service for pre-5’s 

to experience culture and sport. 

• For pre-5 groups and schools, 

ensuring transport is not a barrier 

to accessing the city’s cultural 

and sporting facilities, and by 

extending the Class Connections 

transport scheme city-wide. 

• Through Education Services’ pupil 

councils, Dialogue Youth and the 

Glasgow Kidz and Young Scot 

Card, an ongoing dialogue with 

young people will be established 

to inform and develop a growing 

range of cultural and sporting 

services, and facilities in the City. 

This will lead to the development 

of a Youth Council for the city. 

• Developing opportunities, 

particularly through the city’s plans 

for new and refurbished primary 

schools, to co-locate different 

community services together in 

order to widen access to community, 

cultural and sporting activities. 

For Glasgow’s older people this will see: 

• Work with partners to improve 

access and involvement in the 

arts for older adults through the 

Encourage Project, targeting 

up to 2100 participants in 3 

seasonal programmes. 

• Work with Glasgow Housing 

Association tenants aged 60+ 

to provide structured activity 

and pathways to accessing 

mainstream physical activity. 

• Continuing to offer free swimming 

in Council leisure facilities for 

all adults over 60 in the city. 

In recognition of the potential for 

culture and sport to help build 

community cohesion and achieve 

social inclusion, this will see: 

• Development of a more strategic 

approach to the provision of 

culture and sport for underrepresented 

groups, including 

disabled people and black and 

minority ethnic communities. 

• Improved partnership working 

with local communities to 

increase participation in culture 

and sport amongst the most 

disadvantaged communities. 

• Development of services and 

initiatives to promote equality 

and challenge discrimination, 

particularly through high profile 

exhibitions and events such as the 

biennial Contemporary Arts and 

Human Rights Exhibition at the 

Gallery of Modern Art (GoMA).

21 

22 

Encourage learning, training, 

volunteering and pathways to 

work through culture and sport 

The strategy will provide an enhanced 

programme of learning and training 

opportunities to encourage cultural 

participation and ensure staff develop 

the skills to deliver appropriate and 

relevant cultural services to Glasgow’s 

diverse communities. It will also 

develop confidence and skills to enable 

more people in Glasgow to enter 

employment, and will seek to enhance 

the capacity, confidence and skills 

base of the voluntary and community 

sectors as a resource in fostering the 

intrinsic value of culture in Glasgow. 

The importance of education in 

culture is not restricted to schools 

and young people. The role of culture 

in community-based adult learning 

and Further and Higher Education 

requires to be developed. This Cultural 

Strategy will link with Glasgow’s 

Community Learning and Development 

Strategy as well as with the major 

cultural learning establishments 

such as: RSAMD, Glasgow School 

of Art and Glasgow University, and 

support the Learning City theme 

within Glasgow’s Community Plan. 

In fostering education and learning 

to support participation, Glasgow 

City Council will develop relevant 

community-based adult learning 

activities that promote personal 

development and strengthen 

communities. Glasgow’s Community 

Learning and Development Strategy 

and Adult Literacy and Numeracy 

Action Plan will play a central role. 

These set out a long-term vision 

for a city of “dynamic, successful 

and connected communities, 

where all forms of learning are 

recognised and valued as a vital 

element in the growth of individuals, 

groups and communities.” 

Case Study 

Provision of Training and Development Opportunities: 

Glasgow’s Vocational Training Programme 

Glasgow’s Vocational Training Programme provides an additional choice for Glasgow pupils from third 

to sixth year, by allowing them to study for a vocational qualification together with their other Standard 

or Higher Grades. Pupils can choose from nine vocational options (e.g. hospitality, horticulture, sport 

and leisure), in order to gain skills which will help them enter the workplace in the future. Courses last 

for one or two years and are delivered during the school week. In addition to developing knowledge 

relevant to the individual options, the programme equips participants with transferable skills (e.g. 

problem solving and customer service), and provides an opportunity to gain experience within a live 

work setting. There are currently over 900 pupils taking part in the programme.

23 

24 

Meet Your Neighbour at St Mungo Museum of Religious Life and Art 

Football Development: Soccer Training Camps 

Case Study 

Widening Access to the Arts: 

Encourage Project 

Case Study 

Developing Community Capacity: 

Coaching Development 

The Encourage project aims to help people 

over 50 years old have a greater involvement 

in the arts in Glasgow. The programme offers 

affordable access to a wide range of high 

quality performances, exhibitions and related 

workshops, including contemporary visual 

art exhibitions, ballets, and music concerts. 

The programme also offers participants the 

opportunity to meet artists, performers and 

arts professionals, and continues to attract 

new audiences, with approximately 1,500 

people participating annually. Encourage is a 

partnership project supported by Strathclyde 

University Senior Studies Institute, Glasgow 

City Council and various arts organisations. 

The delivery of a diverse and extensive 

coach education, training and development 

programme in Glasgow underpins the wide 

range of sport and recreational activities 

provided within the city. It also helps ensure 

that local communities are supported to 

develop their capacity, confidence and skill 

base. Glasgow City Council provides ongoing 

accessible education and training opportunities 

in conjunction with key partners, including 

sportscotland, national governing bodies of 

sport, local community groups and voluntary 

sports clubs, achieving over 2500 attendances 

on an annual basis through a combination of 

citywide and area coach education programmes. 

Library services and activities provide 

opportunities and support to learn, 

to achieve, to build confidence, and 

to take pleasure in the cultural life 

of the city. We propose to develop an 

integrated public and educational 

library service that can more effectively 

meet the learning and leisure 

reading needs of young people. 

The creation of a single city-wide 

collection and catalogue will bring 

the immense benefits of accessing 

the entire resources of the city from a 

single access point. The public library 

service already provides services 

to the Pre-5 sector in the city. The 

integration of services would deliver 

an equitable provision across the 

city based on an entitlement model. 

Opportunities also exist to expand 

the formal and informal learning 

provided through REAL centres 

to school learning suites through 

after school clubs, reading groups, 

workshops and holiday programmes. 

The campaign Every Child A Member 

will raise awareness of the positive 

impact of library use on children’s 

educational attainment. We will seek 

resources to expand the Homework 

Club initiative, complementing what 

schools offer, and providing selfdevelopment 

and learning on children’s 

own terms. REAL Learning Centres 

focus on improving access to ICT and 

the opportunity to enjoy learning at a 

time, place and pace that suits people. 

Simultaneously, it helps ensure the 

technology gap between social groups 

is narrowed. In order to widen disabled 

people’s, or those with English as a 

second language, access to learning 

opportunities and the increasing array 

of digital information, the Council 

will continue to develop the range of 

user friendly technologies within its 

REAL Learning Centres in libraries. 

As previously stated, the Council 

is committed to partnerships and 

networks that support cultural 

institutions. With the Scottish Arts 

Council we will continue to jointly 

support and monitor Glasgow Grows 

Audiences and the Cultural Enterprise 

Office in their role to increase the 

arts sector’s capacity to achieve 

sustainable audience development 

and business models via information, 

training and professional development. 

Quality coaching is essential for 

people to reach their full potential. 

The Council will establish education 

and training programmes for its 

sports coaching staff, including 

training its sports coaches and 

development officers to work with 

disabled people. Our support for a 

club accreditation scheme seeks to 

improve and expand the ability of 

sports clubs to deliver safe, inclusive, 

and sustainable services to their 

members and local communities. 

Our commitment to supporting 

communities in developing their 

capacity, confidence and skill base 

is expressed by creating training 

and employment opportunities for 

local people in sports leadership and 

coaching. We will also extend our 

pre-vocational training in sport and 

leisure to provide clearer pathways 

into employment at the end of Year 

4, and enhanced qualifications for 

pupils wishing to stay on to Year 5. 

The integrated delivery of play services 

requires a recognised career path with 

trained, informed and well-supported 

playworkers. We will create links 

with the city’s FE Colleges to develop 

clear career paths and opportunities. 

The voluntary play sector and 

families play a vital role, which the 

Council will support through training, 

information, and support services. 

The voluntary sector is a source of 

experience, energy and talent, and 

voluntary groups are well placed and 

motivated to help ensure the broadest 

possible access to cultural and 

sporting activity in Glasgow. Through 

a number of grant schemes and area 

development budgets, Glasgow City 

Council provides support to voluntary 

sector organisations to deliver services 

in areas such as sport, community 

facilities, and youth work. These 

funds are crucial in sustaining the 

voluntary and community sector but 

also provide the leverage to generate 

additional funding for the city. We will 

continue to develop links made with 

agencies such as: Glasgow Council 

for the Voluntary Sector (GCVS), 

Voluntary Arts Scotland, Enable 

Scotland, and Scottish Employment 

Opportunities in supporting groups 

that have not traditionally volunteered. 

We recognise the critical role of 

volunteers and the need for better 

co-ordination, support, training and 

investment in the volunteer network. 

A priority is to develop and deliver 

a framework for volunteering in the 

city and to maximise volunteers’ 

roles in supporting cultural activity in 

Glasgow, including major events such 

as the 2014 Commonwealth Games. 

Key Actions 

For Glasgow citizens this will 

see the following take place: 

• 10,000 new learners in adult 

literacy and numeracy by March 

2006 and a focus on youth and 

workplace literacy for 2006-2008. 

• As part of the city’s Vocational 

Training Strategy, the further 

development of pre-vocational 

sport and cultural training at 

secondary schools for S3 and 

S4 pupils through horticulture, 

hospitality, and sport and leisure, 

providing up to 300 places per year. 

• From 2006 onwards, guaranteeing 

up to 20 jobs per year in Council 

operated cultural and sporting 

services for young people 

trained through the Council’s 

vocational training programme. 

• Providing coach education 

programmes for 2,600 people 

per year to support the 

Council’s extensive sports 

development programme. 

• Introducing Every Child A Member 

campaign to further develop the role 

of library services in supporting the 

targets for educational attainment in 

the city. 

• The development of a strategic 

volunteer framework to maximise 

their role in supporting cultural and 

sporting activity in the city including: 

- Co-ordinating opportunities 

and support for 16-18 year 

olds within Glasgow schools 

to volunteer in the city’s cultural 

and sporting infrastructure. 

- Increasing the number of older 

people volunteering in Glasgow’s 

museums and art galleries. 

• Developing an integrated public 

and educational library service 

that can more effectively meet 

the learning and leisure reading 

needs of young people. 

• Ensuring training programmes 

are in line with service quality 

and equality priorities.

25 

26 

Enhancing Glasgow’s cultural 

infrastructure and events programme 

to support the city in competing in the 

global economy 

The strategy will seek to maximise 

the contribution of culture and sport 

to Glasgow’s economic regeneration, 

and to enhance and promote its 

national and international profile as 

a creative, cosmopolitan city which 

appeals to tourists and businesses. 

The importance of this sector and its 

vibrant mixed economy is reflected in 

the employment statistics where it is 

estimated that this sector, including 

tourism, employs more people in 

Glasgow and the surrounding region 

than shipbuilding when it was at its 

peak. The ability to retain Scottish 

creative talent and attract talented 

workers to this sector from overseas 

is crucial to the future of the city. 

Glasgow makes a major contribution 

to Scottish culture and plays an 

important role as a cultural pivot in 

the West of Scotland and beyond, 

with four of the National Arts 

companies based here and many 

of Glasgow’s arts organisations 

having significance beyond the city. 

Recognition of Glasgow’s metropolitan 

status is primarily based on the 

quality, breadth and importance 

of its cultural and sporting assets, 

and its role in promoting Scotland 

through its culture. For example, the 

Mitchell Library is unique in Scotland; 

its collections are unequalled in 

any public library in the country. 

Equally Glasgow is playing a more 

important role in the development 

and management of regional, national, 

and international sporting facilities 

and the staging of national and 

international sporting events. The 

same is true of Glasgow’s museums. 

A National Audit of Collections 

confirmed that 61% of Glasgow’s 

Collections were of national and 

international importance. Conserving, 

promoting, and making the collections 

more accessible both nationally and 

internationally involves substantial 

investment, and a priority is to continue 

to make the case for revenue funding 

from the Scottish Executive.

27 

28 

The Riverside Museum 

Hidden Gardens, Tramway 

A key priority for the next two years will 

be developing Glasgow’s and Scotland’s 

bid for the 2014 Commonwealth 

Games and if successful, preparing 

for the event in 2014. An independent 

assessment of the economic, social 

and sporting benefits of staging 

the 2014 Commonwealth Games in 

Glasgow and its financial viability 

and winability concluded there was a 

strong case for supporting Glasgow’s 

bid. In August 2005, the First Minister 

announced the Scottish Executive’s 

support for the bid and the outcome 

of the bidding process will be 

determined by the Commonwealth 

Games Federation in Autumn 2007. 

The bid proposals are being designed 

to ensure that a Commonwealth 

Games in Glasgow would play a central 

part in the city’s long-term process 

of social renewal and economic 

development with a lasting legacy that 

would contribute to a wide range of 

economic, health, tourism, community 

and volunteering objectives. 

The Glasgow city region has a vision 

to be one of the most dynamic, 

economically competitive and socially 

cohesive metropolitan areas in 

Europe. Major events have played an 

important role in supporting this vision, 

as have the range of festivals and 

events that celebrate and showcase 

the increasing diversity of Glasgow’s 

population. The city’s events strategy, 

jointly led by Glasgow City Council and 

the Glasgow City Marketing Bureau 

aims to build an integrated city-wide 

approach to procuring and organising 

programmes of major events and 

festivals. Central to this will be the bid 

for the 2014 Commonwealth Games. 

Another important element will be the 

development of a programme of major 

exhibitions targeted to attract new 

local audiences, as well as enhancing 

Glasgow’s appeal to visitors. An 

example is Glasgow’s International 

Visual Arts Festival, the aim of which 

is to build on Glasgow’s reputation as 

a major international centre for visual 

arts and to promote the work of local 

and international artists to a local, 

national, and international audience. 

Since the 1980s, Glasgow City Council 

has developed the city’s cultural 

infrastructure as a catalyst for its 

regeneration. This resulted in an 

investment programme and the 

opening of major new cultural, leisure 

and conference venues. This process 

is ongoing. The current refurbishment 

of the Kelvingrove Art Galley and 

Museum will be crucial to the success 

of Glasgow’s Tourism Strategy, as will 

the planned relocation of the Museum 

of Transport to the River Clyde and 

the development of the National 

Indoor Sports Arena and Velodrome. 

A new Cultural Campus in Greater 

Easterhouse will open in 2006, 

integrating John Wheatley College, 

Easterhouse Swimming Pool and 

Library, and a new Arts Centre. 

The current refurbishment of the City 

Halls and Fruitmarket will provide 

an integrated centre for music and 

education for Glasgow as part of 

the city’s plan for the regeneration 

of the Merchant City, as will the 

redevelopment of King Street and the 

Briggait as a visual arts quarter. A key 

priority for Glasgow is to develop the 

Mitchell Library as a major cultural 

resource and tourist attraction. 

Tramway currently presents an 

extensive programme of international 

and Scottish performance and visual 

arts as well as a participatory arts 

programme. From 2008, Scottish 

Ballet will be based at Tramway. 

We will ensure that the acquisition of 

Scottish material is given priority in 

the stock selection process for our 

Public Library Service. A specification 

is currently being developed for 

Scottish material as part of the new 

proposals for a supplier selection 

framework. Scottish material added 

will enhance existing collections 

and support cultural development, 

local history, and geneology. 

A Council priority is to agree and 

take forward the recommendations 

in Glasgow’s Creative and Cultural 

Industries Strategy which is being 

developed in conjunction with Scottish 

Enterprise Glasgow to ensure the 

city’s long-term competitiveness. The 

creative industries are central to the 

economic well being of the city, and 

developing, supporting and retaining 

talent is key if the sector is to flourish. 

Glasgow’s creative industries 

infrastructure needs enhancing and 

the overarching priorities are: the 

Film City Glasgow project in Govan 

Town Hall; the Pacific Quay Digital 

Media Park; and investigating the 

feasibility of a Creative Industries 

Hub in the Merchant City to provide 

a mixed-use facility targeted at more 

commercial tenants from design, and 

related industries. Ongoing business 

development support across the 

cluster in Glasgow is required and 

the Glasgow Film Office will continue 

its industry support in TV production 

and film. The new Music Industry 

Association will help define industry 

needs. In conjunction with Scottish 

Enterprise Glasgow, the Council 

will continue to support the Cultural 

Enterprise Office in Glasgow.

29 

30 

The Mitchell Library 

Kelvingrove Art Gallery and Musuem 

‘Lypsinka’, Glasgay 

Key Actions 

• To continue to make the case 

for the recognition of Glasgow’s 

metropolitan status. This is based on 

the quality, breadth and importance 

of its cultural and sporting assets, 

its role in promoting Scotland 

through culture, and to continue 

to lobby for increased funding to 

support these significant national 

and regional roles, in particular 

the city’s museums collections. 

The following key developments and 

events will be realised over the next 

5 years: 

In 2006 

• The opening of the restored 

Kelvingrove Art Gallery and Museum, 

further enhancing Glasgow’s status 

as a world class cultural tourism 

destination. It will combine world 

class collections of art, history 

and natural history with leading 

edge interpretation and thousands 

of objects never seen before. An 

entire new floor will be opened to 

include a new temporary exhibition 

gallery and education rooms. 

• The opening of the refurbished 

and remodelled City Halls and 

Fruitmarket as a centre of 

excellence and education for music 

and as the headquarters for the 

BBC Scottish Symphony Orchestra. 

• The completion of the first phase 

of developing the Mitchell Library 

and Theatre as a major cultural 

resource and visitor attraction. 

• The completion of the refurbishment 

of the Kibble Palace, enhancing the 

Botanic Gardens’ visitor attraction 

status. 

In 2007 

• The decision will be made on 

Glasgow and Scotland’s bid for the 

2014 Commonwealth Games. 

• The staging of the 2007 World 

Team Badminton Championships in 

Glasgow. 

In 2008 

• The completion of Phase 2 of the 

world class Glasgow Museums 

Resource Centre at South Nitshill. 

• The completion of the 

redevelopment of King Street and 

the Briggait (Merchant City) as a 

visual arts quarter for the city. 

• The redevelopment of Scotstoun 

Stadium as a regional, national, 

and international venue for 

athletics and rugby union. 

• The opening of the Film City 

Project in Govan Town Hall, a key 

element of Glasgow’s Creative 

and Cultural Industries Strategy. 

• The further development of Tramway 

to incorporate the home of Scottish 

Ballet. 

In 2009 

• The opening of the new Riverside 

Transport Museum, an iconic 

building designed by the 

internationally-acclaimed architect, 

Zaha Hadid, and a key feature of 

the city’s plans for the regeneration 

of the Clyde and a celebration of 

Glasgow’s history and identity. 

In 2010 

• The opening of the new National 

Indoor Sports Arena and Velodrome, 

central to Glasgow’s and Scotland’s 

international sports events 

strategy and its bid for staging the 

2014 Commonwealth Games. 

In addition to the above 

developments, the following 

activities are key priorities: 

• The continued support of Glasgow 

City Council and Scottish Enterprise 

Glasgow for the city’s cultural and 

creative industries through the 

Glasgow Film Office, the Cultural 

Enterprise Office, and ongoing 

business development support. 

• The continued promotion of 

Glasgow’s worldwide reputation 

as an attractive conference, 

event, and tourism destination, 

with the Glasgow City Marketing 

Bureau playing a pivotal role. 

• The staging throughout this period of 

a year round programme of cultural 

and sporting festivals, major events 

and exhibitions, including those 

that promote mutual understanding 

and respect amongst the city’s 

diverse communities (e.g. Black 

History Month; Glasgow Mela; and 

Glasgay!), as well as more recently 

established festivals (e.g. the River 

Festival; Glasgow International - the 

city’s contemporary art festival; and 

Aye Write! - Glasgow’s book festival). 

• Ensuring that Scottish literature 

is given priority in the stock 

selection process for Glasgow’s 

public library service.

31 

32 

Developing a vibrant and distinctive 

city which is attractive to citizens 

and visitors alike 

This theme looks to conserving 

the wonderful architecture and 

landscapes that Glasgow has inherited, 

but without stifling its ability to 

change or to include new features 

which enhance or transform its 

appearance. It is about increasing the 

attractiveness and safety of Glasgow’s 

environment so that it provides an 

inspiring backdrop for the life of the 

city for citizens and visitors alike. 

The City Plan is a vital element of the 

City’s response to the challenges and 

opportunities that will emerge over 

the coming years. Within this plan, 

our role is to push for increasing 

quality and aesthetics in the way the 

city develops. Good design raises 

expectations, gives confidence, and 

generates civic pride. The Council will 

develop and implement strategies for 

Lighting the City and Public Art as 

successfully integrated into the design 

of buildings and public spaces, they 

can express civic pride and social, 

cultural, and economic confidence. 

The River Clyde was the foundation on 

which the city’s industrial prosperity 

was built. Recently the river’s potential 

has been rediscovered and can play 

a role in securing the city’s future 

prosperity. The regeneration of the 

river focuses on making it accessible 

for everyone and enhancing the 

area’s economic activity. A community 

regeneration programme, linear park, 

public realm work, new walkways, 

a new pedestrian bridge linking 

Anderston and Springfield Quay, and 

more recreational use of the river for 

boat moorings, river festivals, and 

rowing will re-establish the Clyde’s 

role as a unifying force within the city.

33 

Charles Rennie Mackintosh clock Merchant City Kelvingrove Art Gallery and Museum refurbishment Jordanhill Nature Trail 

34 

The scale and diversity of arts and 

cultural activities within Glasgow, and 

especially the city centre, is a major 

asset and the foundation for urban and 

cultural tourism. Implementing the 

Merchant City Arts Property Strategy, 

including the City Halls/Fruitmarket 

and King Street/Briggait developments, 

are key to supporting this. 

Maintaining Glasgow’s historic 

built environment, reinforcing 

this with new developments that 

demonstrate the highest standards 

of design, and linking these urban 

elements to a high quality natural 

environment is challenging. The 

Council aims to improve the quality 

of its townscapes; provide better 

access to the city’s Greenspaces 

Network and implement Glasgow’s 

Access (Paths for All) Strategy. This 

will give significant opportunities for 

recreation, especially walking, jogging 

and cycling, as will the sports pitch 

strategy due to report in April 2006. 

Glasgow has a long history and a 

rich cultural heritage which dates 

back to Roman times. In recognition 

of this, the city is developing a bid 

for World Heritage Site status for 

the Antonine Wall. In respect of 

Glasgow’s built heritage, there 

is recognition of the importance 

of Charles Rennie Mackintosh 

and the city is also developing a 

Mackintosh World Heritage bid. 

Local history is of crucial importance 

in developing local pride and a 

constructive sense of identity for 

individuals and the city as a whole. 

Historic cities are major tourist 

attractions in their own right. Although 

Glasgow has a long history and 

rich cultural heritage, it is often not 

perceived as a historic city. Glasgow 

City Council is committed to the 

development of a Local History and 

Archaeology Strategy that will provide 

a co-ordinated approach to the 

management and display of the city’s 

archaeological and historical assets. 

This will increase opportunities for 

involvement by local communities, 

interest groups and schools. 

Glasgow has a rich heritage of parks 

and open spaces, many of which have 

been in existence for over 100 years. 

They are hubs of local communities, 

help promote social renewal and 

equality, and play a significant role 

in the environmental, ecological 

and education agendas, as well as 

being the location for major events, 

acting as tourism attractors, and 

fostering regeneration in general. 

A strategic review of Parks and 

Open Spaces conducted in 2004 

established that, unfortunately, 

many people are discouraged from 

visiting parks because of concerns 

about personal safety and security. 

Through the implementation of the 

review’s recommendations, including 

extending the use of CCTV cameras 

in parks and increasing the number 

and range of events and activities 

provided in parks, the Council will 

encourage greater use of parks by 

citizens and visitors to the city. The 

provision of an adequate supply of 

good quality play areas in parks and 

local open spaces across the city is 

an essential requirement for creating 

attractive residential environments. 

There is a need to replace and 

upgrade outdoor play areas, as well 

as provide more challenging and 

suitable facilities for young people. 

Key Actions 

• The development of a Local 

History and Archaeology 

Strategy for the city. 

• The continued regeneration of the 

River Clyde to include a linear park, 

public realm work, new walkways, 

and a new pedestrian bridge. 

• To seek World Heritage Site Status 

for the Antonine Wall and Charles 

Rennie Mackintosh buildings. 

• The rejuvenation of the city’s 

parks with activities, community 

events, quality play areas, and 

walkways and cycle paths. 

• To improve facilities for children 

and young people in the city’s 

parks, including the number 

and quality of play areas. 

• Develop the Merchant City as 

a focus for visual arts and the 

creative and cultural industries. 

• Develop a city-wide Lighting 

and Public Art Strategy. 

Open Museum handling kit 

“I have been walking with the Whitehill Group 

since April 2005 and have thoroughly enjoyed it. 

It has been really important to my health, as I 

have progressed in my fitness, despite arthritis!” 

Customer comment

35 

Great Scottish Run 

‘Ruth & Kat’, Scottish Youth Theatre 

36 

“Encourage has opened my eyes and mind to 

the beauty and history of our wonderful city. 

I have enjoyed the visit to theatres, city tours, 

museums etc. I have also been introduced to 

many new friends and I appreciate each one.” 

Customer Comment from Encourage (arts project for people aged 50+) participant 

Implementation Through 

Partnership Working 

Effective partnership working 

at a local community, city-wide, 

regional, national, and international 

level will underpin the successful 

implementation of the strategy. 

At a local level, the local community 

planning framework of ten area-based 

partnerships will be the key forums 

for taking the strategy forward. 

At a city-wide level, the establishment 

of a Cultural Planning Partnership 

for Glasgow, which will include 

Scottish Enterprise (Glasgow), 

Glasgow Housing Association, major 

cultural learning establishments 

such as University of Glasgow, 

RSAMD, University of Strathclyde 

and organisations representing the 

arts and cultural sector, will oversee 

the implementation of the Cultural 

Strategy and develop cultural planning 

for the city. It will also feed into the 

local, city-wide and Clyde Valley 

Community Planning frameworks. 

Other key strategic partnerships at 

a city-wide level for taking forward 

aspects of the strategy will be the 

recently-established City Sports 

Partnership and Glasgow’s Community 

Learning Strategy Partnership, 

Strategic Youth Partnership, and 

the developing Youth Council. 

At a national and international level, 

Glasgow City Council is currently 

working with the Scottish Executive 

and the Commonwealth Games Council 

for Scotland to develop Glasgow and 

Scotland’s Commonwealth Games Bid 

for 2014. The Council will continue to 

work closely with key agencies such 

as the Scottish Arts Council, Scottish 

Museums Council, Scottish Libraries 

Information Council, sportscotland, 

EventScotland, and national companies 

to develop programmes, activities and 

events in support of the strategy. 

Continuing the Dialogue 

Glasgow City Council’s Cultural 

Strategy outlines our intentions and 

the roles we wish to adopt in the 

cultural and sporting sectors of 

the city. We regard this document 

as a continuation of our ongoing 

programme of consultation and 

evaluation established through the 

Best Value reviews that have positively 

reshaped the city’s cultural and sports 

sectors over the past five years. 

The establishment of a Cultural 

Planning Partnership lead by Glasgow 

City Council will both review the 

implementation of the Cultural 

Strategy through the accompanying 

Action Plan and ensure that culture 

and sport are embedded in the 

Community Planning processes. 

We see Glasgow’s Cultural Strategy 

as an evolving document that others 

will comment on and help monitor 

and mark the achievements of the 

action plan. The strategy will evolve 

over the next five years, reflecting 

new ideas and changes at local, 

city-wide and national level. We look 

forward to continuing the dialogue.

37 

38 

Tollcross Fitness Suite 

Glasgow Libraries 

References 

Glossary 

City Plan 

The City Plan is a Council produced report which 

aims to set the context within which development 

can deliver the employment, housing and 

educational environment that will sustain 

Glasgow as a competitive city. Available online 

at: www.glasgow.gov.uk/en/Business/City+Plan/ 

Cultural Enterprise Office 

Scotland’s specialist Business Development 

Service for creative and cultural practitioners 

and small businesses in Scotland. 

Dialogue Youth 

An initiative to allow young people to access 

information and influence the public services 

provided for them more easily. 

Enable Scotland 

Charitable organisation campaigning for 

children, young people and adults with learning 

disabilities, and supporting them and their 

families to participate, work and live in their local 

communities. 

Encourage Project 

A partnership between Glasgow City Council, 

the University of Strathclyde, Senior Studies 

Institute, and arts organisations in Glasgow. The 

Encourage project aims to help older adults in 

Glasgow, aged 50+, to have greater access and 

involvement in the arts, by providing stimulating 

and affordable activities in a wide range of arts 

areas, including: dance and ballet; music, opera; 

theatre; film; and visual arts. 

Every Child a Member campaign 

Every Child a Member is a campaign which will 

be launched citywide during 2006. The aim of 

the campaign is to actively promote, to children 

and families, every child’s entitlement to access 

library services, thus supporting existing literacy 

initiatives and helping to support the targets 

for educational attainment in the city. Various 

innovative approaches and partnerships will be 

employed to target every child in the city. 

Film City Project in Govan Town Hall 

The former Govan Town Hall on Govan Road is 

to be refurbished to create a base for facility 

and production companies in the film and media 

industry. This grade ‘B’ listed building will be 

converted into a business centre to meet the 

growing demand, from film companies, for good 

quality, low cost accommodation. 

Glasgow City Marketing Bureau 

Council funded, not for profit body dedicated to 

promoting the city of Glasgow as a venue for 

tourism, events and business investment. 

Glasgow’s Community Learning and 

Development Strategy (2004-07) 

This document sets out the vision and strategic 

direction agreed by Glasgow’s Community 

Learning Strategy Partnership to take forward 

community learning and development in 

the city and develop services around issues 

that are important to local people. The three 

national priorities for community learning and 

development are: 

• Achievement through learning for adults 

• Achievement through learning for 

young people 

• Achievement through building community 

capacity 

Glasgow’s Community Plan 

The plan sets out the Glasgow Community 

Planning Partnership’s vision for the city and 

identifies five key themes: a Healthy Glasgow; 

a Learning Glasgow; a Safe Glasgow; a Vibrant 

Glasgow; and a Working Glasgow. Available 

online at www.glasgowcommunityplanningpartn 

ership.org.uk 

Glasgow Community Planning Partnership 

(GCPP) 

An initiative which brings public, private, 

community and voluntary representatives 

together with the aim of delivering better public 

services in Glasgow. Planning is carried out with 

the active participation of the end users. 

Glasgow Council for the Voluntary Sector (GCVS) 

GCVS is the main support and development 

organisation for the voluntary sector in Glasgow. 

Glasgow’s Creative and Cultural 

Industries Strategy and Action Plan 

A development strategy for Glasgow’s creative 

and cultural sectors, including: architecture; 

arts and cultural industries; design; film; music; 

new media, publishing; radio and television. Key 

areas for action include developing skills and 

talent; developing an international reputation and 

exploiting international opportunities; creating an 

infrastructure which helps the creative industries 

to flourish, and developing and exploiting new 

technology. 

Glasgow’s Events Strategy 

Glasgow’s Events Strategy introduces a vision 

for events in Glasgow. Its main objectives are 

to achieve status in the international events 

marketplace, through recognition as the most 

professionally organised events-friendly city in 

Europe, and to develop a balanced portfolio of 

festivals and events in Glasgow, thereby deriving 

maximum benefit to the city. 

Glasgow Grows Audiences (GGA) 

GGA is an arts marketing and audience 

development agency, whose aim is to improve 

accessibility to arts and cultural events in the 

West of Scotland. 

Glasgow Sports Pitch Strategy 

Glasgow City Council’s Sport Pitch Strategy 

has been developed to address the adequacy 

of sports pitch provision to meet the long term 

needs of pitch sports in the city. It will address 

improvements in the provision of pitches and 

ancillary accommodation, fostering participation 

and skill development. This may involve changes 

to existing stock and the role that that school sites 

can play in meeting community demand. 

Glasgow’s Vocational Training Strategy 

Glasgow’s Vocational Programme is a partnership 

initiative, bringing various Council services 

together with major city employers and colleges 

of further education. Its main aim is to provide an 

additional choice for Glasgow pupils entering third 

year, by allowing them to study for a vocational or 

national certificated qualification, together with 

their other standard grades. These alternative 

awards will enable young people to gain skills 

which will help them enter the workplace in the 

future. Currently under development, Glasgow’s 

Vocational Training Strategy will shape the future 

and enhance the effectiveness of the vocational 

programme. 

Greenspace Network 

Glasgow’s Greenspace Network consists of 

parkland, amenity open space, countryside or 

’green belt’, local nature reserves and other 

wildlife sites. The network makes an important 

contribution to the physical development of the 

city (e.g. by providing an attractive landscape 

setting for, and contrast to, the built environment 

and offering opportunities for a wide range of 

leisure and recreational activities). 

Lighting the City and Public Art Strategies 

The City Council, in association with relevant 

agencies and organisations, will prepare 

strategies for public art, lighting and dressing 

the city. 

Local History and Archaeology Strategy 

A cross-sector initiative, of which Glasgow City 

Council is a lead partner. Involving heritage 

organisations, community groups and the 

academic sector, the strategy addresses local 

history in terms of a combined approach to 

archaeology, the built environment, archives, 

museums collections, library collections and 

evidence for landscape history. 

Mackintosh World Heritage Bid 

A Council-backed bid to gain World Heritage 

status for Charles Rennie Mackintosh buildings, in 

the hope of preserving his important architecture 

for the future. 

New Learning Communities 

The New Learning Communities promote 

continuity between the stages of every child’s 

education encompassing learning, health, safety 

and general well being, and to assist them to 

maximise their future life chances. There are 29 

New Learning Communities in Glasgow and the 

central aims are: 

• raising attainment 

• improving social inclusion 

• integrated working 

1 Cultural Commission (2005) Our Next Major 

Enterprise...: Final Report of the Cultural 

Commission. Edinburgh: Scottish Executive. 

2 Matarasso, F. (1997) Use or Ornament? 

The Social Impact of Participation in the Arts 

(unpublished manuscript). Scotland: Scottish 

Arts Council. 

3 Collins, M. et al. (1999) Sport and Social 

Inclusion: A Report to the Department of 

Culture, Media and Sport. Loughborough: 

Institute of Sport and Leisure Policy. 

4 Coalter, F. (2001) Realising the Value 

of Cultural Services: The Case for Sport. 

London: LGA. 

5 Goodlad, R., Hamilton, C., & Taylor, P.D. 

(2002) Not Just a Treat: Arts and Social 

Inclusion. Glasgow: University of Glasgow 

Centre for Cultural Policy Research and 

Department of Urban Studies. 

6 NFO System Three (2002) Attendance at, 

participation in and attitudes towards the 

arts in Scotland 2001/02. Scotland: NFO 

System Three. 

7 ICM Research (2002). Barriers to the 

realisation of creative ideas. London: NESTA. 

8 Woolland, K. (2002) New Opportunities Fund 

Intensive Evaluation of Splash Extra 2002. 

London: Cap Gemini Ernst & Young UK. 

Paths for All Initiative 

An initiative set up by Scottish Natural Heritage to 

create local path networks throughout Scotland 

for the enjoyment of local people and visitors. 

Physical Education Review Group 

A Scottish initiative set up to consider the 

improvements needed to provide quality physical 

education which meets the needs and talents of 

all pupils. 

Strategic Youth Partnership 

A city-wide partnership, between the statutory 

and voluntary sectors, to strengthen and develop 

the strategic and operational delivery standards 

of services to young people. Glasgow’s Strategic 

Youth Partnership will assist in the ongoing 

planning and delivery of consistent, relevant, 

responsive, and modern Youth Services. 

Voluntary Arts Scotland 

This organisation promotes involvement in arts 

and crafts in Scotland, and provides voluntary 

cultural organisations with information, advice, 

and training. 

WASPS 

WASPS are a Scottish charity which provide 

affordable studio space to support the careers 

of artists working in Scotland today.

Glasgow's Cultural Strategy - Glasgow Life

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?