The Closes Management Plan 2015 - 2020

The Closes

Management Plan 2015 – 2020 Year One Green Spaces Team

Contents

1. Introduction 3

2. Site Summary 4

Site Plans: 2.1 Map 1 - Location of Park 5 2.2 Map 2 - Aerial Photo 6 2.3 Map 3 - Access points 7 2.4 Map 3 - Key Features of Park 8

3. Present use 9

4. Facilities 9

5. Management arrangements 9

6. Visions for The Closes 10

7. History 10

8. Ecology 11

9. Site Aims and Objectives 12

10. Main Management Operations 18

11. Appendices Appendix 1-Introduction to Hillingdon 21 Appendix 2-Marketing statement 23 Appendix 3-Historical maps 25 Appendix 4- Tree Survey 27 Appendix 5 - updated Project Outlines 42

The Closes Management Plan 2015 - 2020

1. Introduction To

The site known as The Closes was transferred to what is now London Borough of Hillingdon (LBH) ownership in 1924 and 1926 and the land was preserved for use as a public open space, or recreation ground. Today, set on the western edge of Hillingdon borough in West Drayton, The Closes is well used and vibrant, welcoming people of all ages in from the surrounding areas. The site incorporates several features (horticultural/ornamental) into its mainly recreational setting, serving the community well with a children's playground incorporating natural play, a ball court, an outdoor gym, a recreational field and a footpath network allowing access for all.

The Closes play equipment.

The Closes Management Plan 2015 - 2020

2. Site Summary

Site Name The Closes Address Church Close WEST DRAYTON Postcode UB7 7PY Ownership London Borough of Hillingdon Lead Officer’s contact details Neil O'Connor Green spaces Team 4W/08 Civic Centre, High Street Uxbridge UB8 1UW Phone: 01895 250111 Date site acquired 1924/1926 London Parks typology designation Park and Garden PPG17 designation Park and Garden Area 23 acres 9.31 hectares Access points The Closes has 4 main entrances: Church Close, leading into the car park Church Road Laurel Lane The Green Access – Public Transport The U3 is the closest bus The 222, U5 and 350 are also close to the Site.

Key features Key habitats Amenity Grassland Trees Historic features Horticultural features Sporting features Multi use ball court Outdoor gym Playgrounds/ other recreational Children's playground, Natural play. features Other designations Conservation Area YES Tree preservation orders NONE Additional features

The Closes Management Plan 2015 - 2020

2.1. Location

The Closes is West of Station Road and East of The Green but north of Laurel Lane in West Drayton. It is surrounded by residential roads with multiple entrances onto the site. The U3 bus is the closest bus to the site but the 222, U5 and 350 also pass nearby. The closet train station is West Drayton Over ground Station.

By road, The Closes is approximately:  17.3 miles from the centre of London  4.5 miles from Heathrow airport  6.6 miles from the M40  1.1 miles from M25

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2.2. Aerial Photograph of Park

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2.3. Access

The site has four main entrances spread around the perimeter of the park, including one which leads into the car park. Street parking can also be found.

The Closes Management Plan 2015 - 2020

2.4. Park Features and access.

The Closes Management Plan 2015 - 2020

3. Present use

The Closes is used for a wide number of reasons including walking around the site, enjoying the pleasant surroundings, using the playground, using the outdoor gym, using the ball court, family outings, making use to the recreational playing field or taking the dog for a walk. The site can also be used as an alternative cut through instead of using the roads.

4. Facilities

This site offers a wide range of facilities and they include a children's playground, with additional play equipment and natural play, an outdoor gym and a multi use ball court.

Above: The multi use ball court

Left: The outdoor gym

5. Management Arrangements

The Closes is managed by the London Borough of Hillingdon’s Green Spaces Team. Grounds maintenance is carried out by the borough’s horticultural maintenance team (from January 2013, this function came back “in-house” after many years of using contractors). Work is also done by the council’s team of Park Officers and occasionally with the involvement of volunteers. Typically, contractors are used for maintenance of the park’s infrastructure (although minor work may be done by local staff). Work is monitored by the council’s Green Spaces Area Officers and playground safety inspections are carried out every week by Park Officers.

The Closes Management Plan 2015 - 2020

6. Visions for The Closes

Our vision of The Closes is to promote the park as a facility for passive and active recreation. We seek to continue to enhance the park further in ways that are appealing to the public and ensure that the site is easily accessible to everyone, including people with disabilities.

7. History

The origin of Drayton or 'Drægtun' village, as a 'dragging' or portage point on the Colne. The parish once comprised of three clearly distinct zones, running from north to south. The most westerly, extending along each side of the Colne, consisted of common moorland. Next to it was a region of ancient enclosures, including within it the village, the church, all the principal manor-houses and residences, and, to the south of the village, the common meadow. East of this region, occupying about half the area of the parish, lay the open-field arable land. By 1557 the village had already taken on the approximate shape which it presented when the first detailed maps were made, at the beginning of the 19th century, with its houses and cottages grouped around Town Street, where the Green now stands, and Mill Lane (now Money Lane). Some 16thcentury building survives As late as 1826 West Drayton was still a lightly populated agricultural parish with its village grouped compactly round the Green, and with only isolated farm-houses and residences elsewhere. The transport developments of the first half of the 19th century ended the virtual isolation of the village and created the prerequisites for an industrial development

West Drayton formed part of the Uxbridge rural district from 1894 until 1929, when it became part of Yiewsley and West Drayton urban district. In 1949 the civil parish was absorbed into Yiewsley and West Drayton civil parish and ceased to have any independent existence

Extensive slum clearance orders in 1935 made the need for a municipal housing scheme urgent, and the urban district council acquired and began to lay out the Bell Farm estate. This was the first significant housing encroachment on the district which had formerly

The Closes Management Plan 2015 - 2020 been the open field. A second council estate of 82 acres in Wise Lane was acquired in 1937, although building did not begin until 1953. By 1958 the council had built about 1,800 dwellings on these two estates. Private building also continued, especially in the neighbourhood of Sipson Road, where an estate of 300 houses had been completed by 1936, so that by 1958 the entire northern half of the parish had been built over, with the exception of the Green and an island of municipal property around Drayton Hall. This included the Old Pits, the cemetery, the allotments, Drayton Hall grounds, the Avenue and The Closes recreation grounds. Originally the Closes would have been part of the Manor of West Drayton which in 925AD was granted to the Dean of St. Paul’s Cathedral by King Athelstan. In the 1900’s, during both World Wars, the Closes was turned into allotments. In 1924 West Drayton Parish Council purchased the avenue part of the Closes for £500. The rest of the Closes was being used as grazing land and in 1926 the Parish Council bought the rest of the land for £3000

8. Ecology

Fauna:

Although no formal fauna survey has been conducted at The Closes, the following species are commonly seen in the local area:

Avifauna

 Great Spotted Woodpecker  House Sparrow  Green Woodpecker  Hedge Sparrow  Song Thrush  Black Bird  Mistle Thrush  Robin  Starlings  Blue Tit  Carrion Crow  Great Tit  Wood Pigeon  Long-tail Tit  Feral Pigeon  Doves  Jays  Magpies  Wren  Gold Finch  Gold Crest  Green Finch  Pied Wagtail  Siskin

Mammals

 Fox  Rats  Hedgehog  Mice

Insects  Butterflies  Other insects

Amphibians

 Frogs

Tree survey to be carried out in Spring 2015.

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9. Site Aims and Objectives

Main Aims 1. Create and maintain a welcoming site 2. Ensure the site is healthy, safe and secure 3. Ensure the site is clean and well maintained 4. Ensure sustainable management of resources 5. Appropriate management of conservation and heritage features 6. Encourage community involvement 7. Ensure effective marketing of the facility 8. Implement effective management strategies

These aims, with their associated objectives, form the basis for the main management operations on the site and will provide a foundation for all projects in the coming years.

9.1. Create a welcoming site

Objectives 1. Secure and standardise all access points, where applicable. 2. Maintain all boundary walls and fences as necessary. 3. Maintain footpaths as necessary. 4. Install and maintain new interpretive signage. 5. Maintenance and Provision of site furniture where appropriate.

9.2. Ensure that the park is healthy, safe and secure

The site lends itself well to promoting a healthy lifestyle in that it is scenic and relaxing as well as providing an accessible means for physical recreation. Generally this site does not suffer with the affects of vandalism and anti social behaviour. Ground maintenance staff working on site will report back any findings through there manager to us to rectify. Park Officers inspect the play equipment weekly, logging the condition of the play equipment and grading it, while also making any notes of their findings. This information is then automatically collated on a spreadsheet for future reference. If the equipment is found to be in an unsafe condition it will be decommissioned with immediate effect. The Green Spaces Area Officer is then notified right away and will arrange for repairs to be carried out, using our regular playground repairs company. Often these repairs are carried out within five to ten working days, unless specialist parts are required. Play area inspections are also carried out by independent external contractors on two occasions per month April – October inclusive and in winter the operation is carried out on one occasion per month November - March inclusive.

The Closes Management Plan 2015 - 2020

Generally this site is not heavily vandalised and anti social behaviour does not regularly affect the site, however, some graffiti is regularly seen. Staff visiting the site deal with the day-to-day occurrences and are on hand to liaise with site users. This ensures the security of the site. The grounds maintenance contractor has a dedicated graffiti removal team. The LBH park bye-laws apply to the site. Under the Health and Safety at Work Act (1974), the LBH is responsible for ensuring, so far as practical, the health and safety of employees, contractors and visitors whilst conducting all involved activities. it is important to LBH and all staff and contractors are aware of their respective obligations. A Corporate health and safety management system has been implemented which allows Hillingdon Council to effectively manage health and safety for all of its undertakings This will be reviewed every three years unless circumstances indicate that an earlier review is necessary. Among other things it ensures that there is a high standard of health and safety awareness, for example The Health and Safety at work Act 1974 and COSHH. Staff are fully trained to ensure they are competent to conduct their duties safely and provided with all necessary PPE and that risks are assessed with a view to eliminate, reduce or adequately control their impact; this being carried out and recorded through a risk assessment.

Objectives 1. Undertake regular cleaning regime to remove litter and fly tipping. 2. Continue to implement Health and Safety policies. 3. Ensure residents who use the park are aware of the relevant bylaws. 4. Continue to encourage residents to value the park.

9.3. Clean and well maintained

The park is maintained by the boroughs grounds maintenance team. All works are carried out in line with the detailed specification which provides clear definition of the standards and quantity of work required. Park Officers also contribute by reporting any areas of maintenance needed, and the public also are able to report any littered, vandalised or badly maintained areas. Although the present arrangements mean that The Closes is kept clean, tidy and presentable. Street Cleansing are responsible for removing litter from the site, carrying out litter picking and emptying bins. The site has a number of litterbins, sited within the grounds, which assist in maintaining the area in a clean condition. The litterbins are emptied on a two times a week. Additional visits can be arranged if the bins need emptying after a busy. Reports of graffiti are fed through the Customer Contact Centre, who commission the graffiti removal team. The council standard is to remove graffiti within 48 hours (24 hours in the case of graffiti that is racist or offensive).

Objectives 1. Continue with current maintenance arrangements. 2. Enhance maintenance regimes where practical. 3. Encourage the continued involvement of the MAG. 4. Identify and then carry through a programme of improvements.

The Closes Management Plan 2015 - 2020

9.4. Ensure sustainable management of resources.

The London Borough of Hillingdon recognises and are aware of the need to minimise adverse impact on the environment and agree with the principles of waste minimisation as defined in Local Agenda 21. LBH, therefore, actively pursues ways of delivering sustainable development and ensuring environmental sustainability is a vital part of this. The Council has signed up to the peat charter, and discourages the use of peat-based products in its horticultural work. In specific reference to The Closes, maintenance agreements discourage the use of pesticides and herbicides on the site, a stance that has environmental and financial benefits. Therefore, other methods of pest control are utilised, and, where possible, non-herbicidal weed control is carried out. Where it is absolutely necessary, a non-residual herbicide application will be used, (e.g. glyphosate,) to reduce environmental impact. Also, where they are used, herbicides are applied as spot treatment rather than blanket sprayed, and all operatives are trained and certified for that particular operation. All green waste created is taken to the borough’s green waste facility for recycling. Tree trimmings are also recycled by the borough’s term tree maintenance contractor. This ensures waste minimisation. It has been proposed that where possible fallen leaves are to be left on the beds, around the trees and shrubs, and only cleared from the paths and lawns, so that they act as natural mulch. It is most important that we are seen to ‘practice what we preach’ and maintain high standards of sustainable management that demonstrate our awareness of environmental, conservation and resource issues. We therefore seek to actively research and promote new initiatives in the field of sustainable resource management.

Objectives 1. Continue to promote waste minimisation. 2. Plan long term management for all features of the park. 3. Ensure efficient use of resources. 4. Develop and promote resource conservation and sustainable development. 5. Enhance semi arid plants feature and provide interpretation to show gardening can be attractive without major water use.

9.5. Appropriate management of conservation and heritage features

The Closes falls within the West Drayton conservation area. The park dates back as far as 1924. The importance of green spaces for conservation of wildlife is understood, and they naturally provide habitats which are not available in the more urban immediate surroundings (i.e. where concrete predominates.) Hillingdon Borough council is responsible for approximately 1800 acres of green space, ranging from pocket parks to country parks, ponds to lakes, street trees to woodland all playing an important ecological role. Although The Closes is a recreational park with the grass kept short, the site is home to a range of shrubs, scrub and trees, providing homes and food sources for the local wildlife. To further add to the diversity, wildflower beds have been created. This will have a positive impact, increasing the range and number of species found on sit.

The Closes Management Plan 2015 - 2020

Objectives 1. Conserve landscape features and improve as necessary, including old toilet blocks. 2. Conserve existing boundaries. 3. Maintain natural area at rear of skateboard area for nature conservation. 4. Initiate programme of phased tree maintenance in line with survey findings.

9.7. Encourage community involvement

By carrying through improvements in the park, the council will continue to raise the aspirations of local people and this will generate interest. Events that take place also increase the involvement of the local community

The LBH community strategy outlines goals for improving the quality of life of the community. Proposed actions taken towards achieving the goal ‘a clean and attractive borough’ include involving the community in improving standards of green spaces. The strategy can be accessed at: http://www.hillingdon.gov.uk/article/23523/Maintain-parks-and-green-spaces

The site is important to all of its users. The team promise a number of customer care standards and aim to meet some Service Specific Standards including involving users and the community in parks and in consultations about them. Therefore it is desirable at this site to initiate a user forum to encourage users to play an active role in developing the site, to meet their needs and expectations.

Objectives 1. Joint working with local voluntary groups. 2. Further promotion of the site to schools, youth and community groups.

9.7Ensure effective marketing of the facility

The Closes can be found within this borough wide general leaflet as well as on the Hillingdon Borough website, http://www.hillingdon.gov.uk/article/14249/Local-parks,

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www.hillingdon.gov.uk/media/34019/A-Guide-to-Green-Spaces-in- Hillingdon/pdf/12287_Green_Spaces_listing_A4_3.pdf

The site’s management plan will also be made available online through the council’s web pages, making it more accessible to all, and therefore a more useful document. In order to ensure that the local community and the general users are aware of what is going on at the Open Space, it is essential that a supply of information is available throughout the year. This information will be presented in a variety of different ways and will seek to encourage understanding and awareness of the Open Space itself and the wider remit of the Council. Marketing materials, along with photographs showing community involvement. LBH has decided not to produce site-specific leaflets. A general Green Spaces booklet is available. A marketing plan is being developed for all sites and will be available when required if requested.

Objectives

1. Preparation of interpretative materials for the park.

9.8. Implement effective management strategies

The site has been owned and therefore managed by what is now The London Borough of Hillingdon since the 1926. However, until relatively recently, the upkeep and management of the site was not well organised, due to a lack of funding for parks. Now, the LBH Green Spaces team is responsible for this and all other borough green spaces as outlined in the Site Summary. The staff structure outlines how this works and how management is kept effective; ground maintenance team and Park Officers are responsible for upkeep, and the contractor carries out most maintenance works. All are under charge of the Area Officer and ultimately the Area

The Closes Management Plan 2015 - 2020

Manager. The following management operations outline the effective management plan in place for The Closes and, through them, we will carry out the effective management of the site. The London Borough of Hillingdon, recognise and agree with the principles of waste minimisation as defined in Local Agenda 21 and actively pursue ways of delivering sustainable development. The site’s management is further kept effective through staff engagement and involvement. The staff are an integral component of the site and important for its smooth running. Each year a Performance and Development Appraisal is completed for each staff member, which helps them to achieve set objectives for learning. Finally, the Green Flag assessment process itself will also ensure further enhancement, as it is a means for review of the management and will be used to encourage new thinking and to guide dynamic and adaptable management.

Objectives

1. Use sustainable management strategies and methods as including: - continue to minimise the application of pesticides; where possible encourage the use of physical / cultural forms of weed control; continue to recycle and re-use organic matter as mulches, soil ameliorants, and for other uses. 2. Carry out regular reviews of all management operations and projects. 3. Identify potential sources of appropriate funding.

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10. Main management operations

Individual Project Outlines

The following pages contain a brief project outline for each of the projects. These provide not only a description of the project, but also the rationale behind it, when the works are likely to be carried out, by whom, and how much it is likely to cost.

Project: Grounds Maintenance Review

Summary: To comprehensively review the grounds maintenance on site

Rationale: To ensure the best possible grounds maintenance regime is implemented Constraints: Limited officer time

Who will do Green Spaces Officer and Grounds Maintenance Manager it?

Budget Within existing resources Estimate:

Status Ongoing

Project: Improve the park's furniture

Summary: Replace the dog bin, refurbish other litter bins and benches

Rationale: The furniture in the park is showing its age and needs to be smartened up or replaced. Constraints: Nil Who will do Council contractors it? Budget £4000 Estimate: Status Awaiting funding

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Regular Maintenance Plan

In addition to the regular maintenance of the site, the following actions shall be undertaken on an ongoing basis:

 Undertake regular cleaning regime to remove litter  Continue to implement Health and Safety Policies  Ensure that park users are aware of relevant bylaws  Continue to encourage park users to value the park  Enhance maintenance regimes where practical  Continue to promote waste minimisation on sites  Continue to minimise the application of pesticides  Where possible encourage the use of cultural forms of weed control  Continue to recycle and re-use organic matter generated on site for soil- ameliorants, mulches, etc  Develop and promote resource conservation and sustainable development  Produce a phased and costed schedule for tree works  Conserve existing walls and boundaries  Carry out regular reviews of all management operations and projects  Identify new sources of funding and secure.

The Closes Management Plan 2015 - 2020

11.Appendices

The Closes Management Plan 2015 - 2020

Appendix 1 - Introduction to the London Borough of Hillingdon Description

Hillingdon, situated on the western edge of Greater London, is the second largest London borough, covering a total area of about 42 square miles. It is just 14 miles from central London and bounded by the counties of Buckinghamshire, Hertfordshire and Surrey and the London Boroughs of Hounslow, Ealing and Harrow.

Hillingdon is home to Heathrow, the world's busiest airport that caters for more than 60 million passengers a year.

The borough has eight leisure centres and 2 pools, 17 libraries, two theatres and over 170 green spaces including Ruislip Woods Natural Nature Reserve and Lido.

History

The London Borough of Hillingdon was one of the 32 London Boroughs created by the London Government Act 1963. It was formed by the amalgamation of the Borough of Uxbridge and the Urban Districts of Hayes and Harlington, Ruislip/Northwood and Yiewsley and West Drayton.

The new borough came into existence on April 1, 1965 when the new council started work.

As well as taking on the work of the four previous district authorities the council became responsible for local services such as education, libraries and the children's services. These had previously been run by the Middlesex County Council, which ceased to exist on April 1 1965.

Hillingdon's purpose-built Civic Centre opened its doors to the public in 1977. The council specified the use of traditional materials such as bricks and tiles while the sloping roofs were designed by the architects to reflect the style found in many of the borough's homes.

Workforce

The council employs approximately 3,359 staff.

People

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Hillingdon has a population of 273,936 according to the 2011 Census. There is a growing proportion of young people, particularly of school age children.

Around 39.4% of the borough's residents are from ethnic minority groups (mainly Indian, Pakistani, other Asian and Black Caribbean).

There is an active voluntary sector, and a wide variety of community groups, tenants' and residents' associations.

Leisure

Hillingdon is rich in wildlife and wildlife habitat including waterways, lakes, meadows and nature reserves. Ruislip Woods have been designated London's first National Nature Reserve, while nearby Ruislip Lido boasts 40 acres of water. The borough also offers a host of sporting activities, including six sports centers, many with newly refurbished gyms and four exceptional 18-hole golf courses, including a championship standard course at Stockley Park. The arts and entertainment thrive, with The Beck professional theatre in Hayes, the Compass Theatre, Ickenham, and various other venues. There is major new shopping centre, The Chimes in Uxbridge.

The Closes Management Plan 2015 - 2020

Team Structure

Appendix 2 - Marketing Statement The Closes lies in the West Drayton ward and within easy reach of the M25, M4 and A40/M40.

Ward residents’ profile (based on results of 2011 Census)

Gender: Males 7,030 Households: 5,613 Females 7,340 Total: 14,370

The Closes Management Plan 2015 - 2020

Age: 0 – 4 8.3% Households with dependant children: 37.0% 5 – 15 14.5% 16 – 24 12.7% 25 – 59 49.0% 60- 74 9.8% 75 + 5.8%

Ethnic Group: White 66.5% Mixed 4.2% Asian / Asian British 18.6% Black / Black British 8.1% Arab or other Ethnic group 2.5%

Health of people: Very good/Good 82.6% People with a limiting lifetime illness 15.8 %: Fairly Good 12.5% Very bad/Bad 5.2% Analysis

The ward profile of residents indicates that 5.8% of residents are over 75 and that almost 15.8% of residents indicated they have limiting lifetime illnesses. The Closes therefore has an important role as a place for quiet enjoyment. Seats need to be easy to use by people with disabilities and a DDA compliant design is important.

Equally, over 35.5 % of residents are under the age of 25, 8.3% of the population being under 5. This helps to explain that the use of The Closes is used fairly evenly by all ages of the community

Over 66.5% of residents living in the ward describe their ethnic group as white.18.6% are Asian/Asian British with a smaller percentage of people describing themselves as Black/Black British, Arab or from another ethnic group. It is therefore important to ensure that all ethnic groups are made to feel welcome and included in actions relating to The Closes.

Marketing Segmentation

The key market segments for The Closes appear to be:

a. Immediate neighbours b. People living within walking distance of the sites. c. People living in the ward with limiting lifetime illnesses. d. People living in the ward/further away from the site who have an existing/potential interest in local natural history and heritage.

The Closes Management Plan 2015 - 2020

Marketing methods to help enhance appreciation and appropriate use of The Closes.

 Regular liaison with interested parties re issues affecting The Closes.

 Use of welcoming informative interpretation boards at key points on the site to promote the special interests of the site to regular and occasional users.

 Develop contact with residents over the age of 65 to promote The Closes and ensure feedback

 Promote Green Flag standards to users and neighbours to help raise the profile and understanding of The Closes.

 Encourage articles to be written and published about The Closes.– Green Spaces web page, Hillingdon People, other publications, as opportunities arise.

 Ensure that the borough’s Green Spaces leaflet is kept up to date and available to the public at libraries and on the Green Spaces web page.

 Encourage local schools to do projects relating to The Closes. to aid understanding and appreciation and awareness locally.

 A survey of users will be carried out annually to compare the profile of users with that of ward residents and to learn more about users’ interests and expectations of The Closes. This information will feed into discussions with the interested parties and the management plan reviewing process

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Appendix 3 - Historical Maps

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Appendix 4. Tree Survey 2015

Species BS 5837 2012 Tree/Group No. (Common) DBH band Age Class Crown Spread Category Work Priority Notes Any The Diameter at arboriculture Breast Height (1.5m) Categorisation work deemed The of the trunk. In 20cm Age is relevant of the trees as necessary for approximate Any relevant Commonly increments, as used to the species Average set out in BS Health and timescale for comments about used in LBH's Tree and is not diameter of 5837 2012 Safety, Nuisance any necessary the trees' name in section's Schedule of defined in set crown, Table 1 (see or good work to take conditions or their G = Group English Rates. years. estimated in m. attachment). practice. place. surroundings. Urgent = Immediately to H = Hedge Sap = Sapling one week. High = One S = Shrub (not week to six usually included) Y = Young months. Medium = Six SM = Semi months to two T = Tree Mature years. Low = Two years M = Mature plus. LM = Late Mature A/V = Ancient and / or Veteran

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Tree survey

Tree/Group Species DBH Age Crown BS 5837 No. (Common) band Class Spread Category Work Priority Notes Minor compaction and desire line under canopy. Telegraph pole through crown. Scaffold defect in Beech. Previous crown reduction and Crown lift bottle butt in 1 x Beech, 1 60- to 5m over Oak. Similar G1 x Red Oak 80cm M 15 B2 road M age and size. Ivy covered. Multi stemmed. On 1 x Ash, 1 x fenceline. Elder, 4 x Leaning. Cherry 40- Recent G2 Plums 60cm M 7 C2 No work NA pruning work. Double avenue. Highly visible. Strong landscape feature. Minor compaction. Raised surface roots. Seating under canopy. Laetiporus 1 x Purple Reduce bracket on Plum, 3 x deadwood. Cherry. Lime, 10 x 60- Crown lift Similar age G3 Beech 80cm M 17 A2 to 2.5m H and size.

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Beech and Red Oak Remove largest trees split out in the group. branch On boundary. 1 x Red and crown Provides Oak, 1 x reduce screening. Lombardy Cherry Large limb Poplar, 1 x Plum 25%. from Plum English Crown lift split out and Oak, 1 x to 2m. resting in Laburnham, Clear adjacent tree. 2 x Beech, 4 tennis Understorey x Purple 60- court by of shrubs and G4 Plums 80cm M 18 A2 1m. H Holly. Unsuitable location. Multi stemmed. 1 x Lime, 1 20- Coppice at Growing into G5 x Sycamore 40cm SM 5 C1 c. 0.5m L fence. 20- Multi S6 Elder 40cm M 8 NA No work NA stemmed. Forms part of double avenue. Visually Norway 40- prominent. T7 Maple 60cm M 14 B2 No work NA Compaction. Forms part of double avenue. Visually prominent. Compaction. Clear Exposed Norway 20- street light roots. Minor T8 Maple 40cm M 15 B3 by 2m H bark wound. 20- Ivy covered. T9 Sycamore 40cm SM 8 C1 No work NA On boundary. Scrub area. Elm, Elder, Fell dead Small trees. G10 Yew <20cm Y-SM 3 U trees H Ivy covered. 20- S11 Elder 40cm LM 7 NA No work NA Ivy covered. Mower damage. Bark necrosis. Indian Bean 20- Suspected T12 Tree 40cm M 14 C1 No work NA trunk decay.

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Multi 1 x Holly, 5 stemmed. x 20- Provides G13 Sycamores 40cm SM 8 C2 No work NA screening. Forms part of avenue. Exposed Clear roots. Norway 40- street light Compaction. T14 Maple 60cm M 14 B2 by 2m H Twin leaders. Forms part of avenue. Clear Exposed Norway 40- street light roots. T15 Maple 60cm M 15 B3 by 2m H Compaction. Forms part of avenue. Exposed roots. Compaction. 40- Good T16 Sycamore 60cm M 15 A12 No work NA specimen. Forms part of avenue. Exposed roots. Compaction. Poor Norway 40- structure. T17 Maple 60cm M 14 C1 No work NA Included bark. Forms part of avenue. Raised surface 40- roots. T18 Elm 60cm M 13 A12 No work NA Compaction. Forms part of avenue. Extensive trunk decay. Extensive scaffold decay. Re- Norway 40- grown T19 Maple 60cm M 11 C3 Re-pollard M pollard. Forms part of avenue. Broken Sweet 40- Crown lift branch. Minor T20 Chestnut 60cm SM 16 B2 to 2.5m M deadwood. Norway 40- Forms part of T21 Maple 60cm M 14 C2 No work NA avenue.

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Significant lean. Included bark. Seating under canopy. Forms part of avenue. Exposed roots. Compaction. Norway 40- Included bark T22 Maple 60cm M 15 B2 No work NA in crown. Forms part of avenue. Exposed roots. Compaction. Included bark in crown. Norway 40- Seating under T23 Maple 60cm M 15 B2 No work NA canopy. Multi stemmed. Not T23a (not Remove in keeping on map) Unknown <20cm Sapling 1.5 C1 stake M with avenue. Multi stemmed. 20- Adjacent to S24 2 x Elders 40cm M 4 NA No work NA play area. Compaction. Adjacent to play area. High habitat value. High 40- visual T25 English Oak 60cm M 16 A12 No work NA amenity. Compaction. Adjacent to play area. High habitat value. High visual amenity. Included bark. 40- Scaffold T26 English Oak 60cm M 19 B12 No work NA defect. Forms part of avenue. Compaction. Clear Exposed Norway 40- street light roots. T27 Maple 60cm M 17 C12 by 2m H Included bark.

The Closes Management Plan 2015 - 2020

Weak fork. Mower damage. Strimmer damage. Ring barked. In- grown tree tie and stake. Remove Short T27a (not and remaining on map) Whitebeam <20cm Sapling 2 U replace M contribution. London 40- Crown lift Forms part of T28 Plane 60cm SM 11 B2 to 2.5m M avenue. Forms part of avenue. Remove Compaction. Sweet 20- lowest Scaffold T29 Chestnut 40cm SM 10 B2 branch M defect. Forms part of avenue. Compaction. Outdoor gym' Crown lift equipment to 3m over under canopy. 40- exercise Good T30 Ash 60cm M 14 B12 equipment H structure. Forms part of avenue. Twin leaders. Raised surface roots. Mower damage. Minor scaffold 40- Crown lift defect. Bird's T31 Elm 60cm M 18 B12 to 2.5m H nest in crown. Forms part of Clear avenue. Twin London 40- street light leaders. T32 Plane 60cm SM 15 B2 by 2m L Compaction. Forms part of avenue. Compaction. Weak union. Clear Included bark. London 20- street light Reaction T33 Plane 40cm SM 13 C2 by 2m L growth. Forms part of avenue. Torn London 40- Crown lift out limb at T34 Plane 60cm SM 13 C2 to 2m L 3m. Trunk

The Closes Management Plan 2015 - 2020

defect.

Forms part of avenue. Regrown pollard. Trunk decay. London 40- Included bark T35 Plane 60cm SM 14 C2 No work NA in crown. Forms part of avenue. regrown pollard. Trunk decay.Scaffold defect. London 40- Seating under T36 Plane 60cm SM 15 C2 No work NA canopy. Forms part of avenue. London 40- Crown lift Multiple T37 Plane 60cm SM 15 B2 to 2.5m L leaders at 3m. Forms part of avenue. Minor defect at base. 20- Rubbing T38 Sycamore 40cm SM 10 B2 No work NA limbs. Forms part of avenue. Raised surface roots. Compaction. Twin leaders. Norway 40- Included bark. T39 Maple 60cm M 11 C1 No work NA Deadwood. Forms part of avenue. Compaction. Deadwood. Sweet 40- Reduce Scaffold T40 Chestnut 60cm SM 13 B2 deadwood M defect. Forms part of avenue. Compaction. Mower damage. Footway surface disturbance. 2 x 20- Twin leaders T41 Ash 40cm M 11 C2 No work NA at 0.5m.

The Closes Management Plan 2015 - 2020

Minor bark wound. Extensive basal and trunk decay. Seating under canopy. Forms part of avenue. Basal epicormic growth. Twin leaders. 20- Scaffold T42 Sycamore 40cm SM 10 B2 No work NA defect. Forms part of avenue. Compaction. London 40- Good T43 Plane 60cm SM/M 15 A2 No work NA structure. Forms part of avenue. Multiple leaders at 2m. Fused London 40- branches. T44 Plane 60cm SM/M 14 B2 No work NA Compaction. Forms part of 40- avenue. T45 Ash 60cm M 13 B2 No work NA Compaction. Forms part of avenue. Multi stemmed at 0.5m. Strimmer damage. Pillar Crab 20- Minor bark T46 Apple 40cm M 7 B11 No work NA wound. Forms part of avenue.Large trunk wound at 3m from split out leader. Crown Unbalanced London 40- reduce by crown. T47 Plane 60cm SM/M 13 C1 30% M Included bark. Desire line 1 x 40- under 60cm, canopies. 2 x 20- Crown lift Compaction. G48 3 x Lime 40cm SM/M 14 B2 to 2.5m H Included bark.

The Closes Management Plan 2015 - 2020

Desire line under canopies. Compaction. 3 x Field 20- High habitat G49 Maple 40cm M 12 B23 No work NA value. Desire line 1 x 40- under 60cm, canopies. 3 x 20- Compaction. G50 4 x Lime 40cm SM 10 B2 No work NA Included bark. 1 x 40- 60cm, Desire line 2 x 20- Crown lift under G51 3 x Lime 40cm SM/M 14 B2 to 2.5m H canopies. Desire line under canopies. Raised surface roots. Mower damage. Bark 2 x 20- exudation. 40cm, Major bark 5 x Wild 3 x 40- wound. High G52 Cherry 60cm M 12 B2 No work NA habitat value. Desire line under canopies. Broken 20- branch. Good T53 Lime 40cm SM 9 B12 No work NA structure. Desire line under canopies. Compaction. 1 x multi stemmed. Basal epicormic growth. Poor 1 x 40- crown 1 x Lime, 3 60cm, structure. x Field 3 x 20- Crown lift Minor bark G54 Maple 40cm M 10 B2 to 2.5m L wound. Crown reduce by 20%, clear Forms part of street light avenue. Twin by 2m, leaders. Weak London 40- crown lift fork. Included T55 Plane 60cm SM/M 15 C1 to 2.5m M bark.

The Closes Management Plan 2015 - 2020

Forms part of avenue. Large wound on trunk from spilt out Crown leader. London 40- reduce by Unbalanced T56 Plane 60cm SM/M 15 C1 20% M crown. Forms part of avenue. Minor Sweet 40- scaffold T57 Chestnut 60cm M 14 B12 No work NA defect. London 40- T58 Plane 60cm SM/M 12 B12 No work NA No defects. Twin leaders. Crown Included bark. London 40- reduce by Trunk crack. T59 Plane 60cm SM/M 13 C3 30% H Trunk decay. Compaction. Seat under canopy. Broken London 60- Crown lift branch. Fused T60 Plane 80cm M 18 B12 to 2.5m L branches. Strimmer damage. Pillar Crab 20- Multiple T61 Apple 40cm M 7 B2 No work NA leaders. Basal epicormic Pillar Crab growth. Minor T62 Apple <20cm M 7 C1 No work NA basal decay. London 40- Crown lift T63 Plane 60cm SM/M 18 A2 to 2m M No defects. London 40- Crown lift T64 Plane 60cm SM/M 18 A2 to 2m M No defects. London 40- T65 Plane 60cm SM/M 16 A2 No work NA No defects. Highly visible. High amenity value. Good structure. Small broken 40- branch. Minor T66 Elm 60cm M 11 A12 No work NA bark wound. Highly visible. High amenity 60- value. Good T67 Elm 80cm M 12 A12 No work NA structure.

The Closes Management Plan 2015 - 2020

London 20- Minor T68 Plane 40cm SM 12 B2 No work NA included bark. Highly visible. High amenity value. Good structure. 60- Small broken T69 Elm 80cm M 12 A12 No work NA branch. Highly visible. High amenity value. Good structure. Raised surface 40- roots. Mower T70 Elm 60cm M 9 A12 No work NA damage. Highly visible. High amenity 40- value. Good T71 Elm 60cm M 11 A12 No work NA structure. Holly, Ash, Unsuitable various longer term G72 shrubs <20cm Sapling/Y 2 NA No work NA for location. Various G73 shrubs <20cm Y/SM 2 NA No work NA On fenceline. Unsuitable species for location. On Crown fenceline. 20- reduce by Close to T74 Eucalyptus 40cm SM 5 C1 30% M properties. Recently crown reduced. Scaffold cavities. Phelinus fungal brackets. Nest holes. High Purple 40- habitatat T75 Plum 60cm LM 7 C1 No work NA value. Extensive trunk decay. Norway 40- Scaffold T76 Maple 60cm SM 11 C3 No work NA decay. Golden leaved cultivars. Multi stemmed. 2 x Leyland 20- Recently G77 Cypress 40cm SM 7 C2 No work NA crown lifted.

The Closes Management Plan 2015 - 2020

Ivy covered. On fenceline. Close to property. Ivy covered. Multi 20- stemmed. On T78 Hawthorn 40cm M 7 B3 No work NA fenceline. Compaction. Highly visible. Scaffold defect. Crown Previous 80- reduce by crown T79 Poplar 100CM LM 17 B23 30% M reduction. Minor bark wound. Sub- 20- dominant T80 Alder 40cm SM 7 C1 No work NA leader. Highly visible. Large shed limbs. Scaffold defect. Unbalanced Crown crown. Twin reduce by leaders. 40% and Epicormic 100- balance growth on T81 Poplar 120cm LM 16 C1 crown H trunk. Highly visible. Recent crown reduction. Nesting holes Crown in scaffolds. 80- reduce by Mower T82 Poplar 100CM LM 11 C1 30% L damage. Highly visible. Recent crown Crown reduction. 80- reduce by Nesting holes T83 Poplar 100CM LM 14 C2 30% L in scaffolds. Deadwood. 20- Dieback. T84 Willow 40cm SM 8 C1 No work NA Minor lean. Extensive trunk decay from shed Crown leader. 40- reduce by Subsiding T85 Willow 60cm SM 11 C3 50% H limb.

The Closes Management Plan 2015 - 2020

Deadwood.

Trunk decay. Crown Bark necrosis. 40- reduce by Deadwood. T86 Willow 60cm SM 11 C2 30% M Minor lean. Crown Trunk decay. 40- reduce by Bark necrosis. T87 Willow 60cm SM 12 C3 30% M Deadwood. Extensive trunk decay. Nest holes. Crown Poor crown 40- reduce by structure. T88 Willow 60cm SM 10 C3 50% H Twin leaders. Deadwood. Dieback. Hanging branches. 40- Remove Poor T89 Willow 60cm SM 12 C2 deadwood L condition. Deadwood. Dieback. Hanging branches. Poor condition. 40- Remove Large bark T90 Willow 60cm SM 13 C2 deadwood L wound. Newly planted. Good T91 Field Maple <20cm Sapling 1.5 C1 No work NA condition. Newly planted. Good T92 Field Maple <20cm Sapling 1.5 C1 No work NA condition. Clear fallen tree Elm, Elder, at eastern Maintained H93 Ivy end. H hedge. Group outside of Park G94 Robinia boundary.

The Closes Management Plan 2015 - 2020

Arial Photograph

The Closes Management Plan 2015 - 2020

BS5837 2012 Category

Tree Officer Notes

 Some waterlogging at time of inspection.  Double avenue running north to south through entire Park.  Avenue is a focal point and could be made more of a feature.  Mixed species in avenue.  Gaps in avenue need replanting with careful consideration to species.  Plane trees look like they are from the same genetic batch and with a tendency to included bark and weak forks.  Several plane trees have shed major limbs / leaders.  Generally semi mature to mature trees with few younger specimens.  Plenty of scope for new plantings.  Little variation in existing species.  Compaction and soil erosion from footfall around the base of trees an issue.  Mulching around tree bases would be beneficial.  Several large, highly visible trees and groups.  Elms are particularly good specimens and well suited, visually, to their location.  Poplars and willows need attention and ongoing pruning.  Groups - measurements given are the average of the group.

The Closes Management Plan 2015 - 2020

Appendix 5 - Updated Project Outlines

Playground refurbishment Project: To update the children's playground Summary: The playground is dated and needs refurbishing Rationale: budget Constraints:

Who will do Contractors it? £80,000 Budget Estimate: Work to commence February 2016 Status

Creation of the Cycle track Project: To create a cycle track for children to use Summary: This will provide a safe place for children as well as others to learn to Rationale: cycle. budget Constraints:

Who will do Contractors it?

Budget Estimate: Completed 2015 Status

The Closes Management Plan 2015 - 2020

Create and update wildflower beds Project:

To create a new wildflower bed and carry out work on the old beds for Summary: the new season A new area on the site has been identified to have a wildflower bed Rationale: created. While creating that we will also update the old one. budget Constraints:

Who will do Contractors it? Part of a borough wide scheme Budget Estimate: Completion date 2016 Status