Context and Responsibilities

QUEEN ELIZABETH OLYMPIC PARK

PARK MANAGEMENT PLAN

2014 to 2019

UPDATE 2

January 2019

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Contents

FRONTISPIECE 1

EXECUTIVE SUMMARY 2

PART 1 HISTORY AND CONTEXT

INTRODUCTION 4 1.1 Queen Elizabeth Olympic Park 4 1.2 The London Legacy Development Corporation 4 1.3 Purpose of the Park Management Plan 6 1.4 Content and Structure of the Park Management Plan 7 1.5 Development of the Park Management Plan 10 1.6 Adoption and Implementation of the Park Management Plan 10

HISTORICAL CONTEXT – The Creation of Queen Elizabeth Olympic Park 11 2.1 Early History – the Site Pre-games 11 2.2 Preparation for Games Mode 12 2.3 Transformation 13 2.4 Management and Maintenance – During Games Mode and Transformation 15 2.5 Management and Maintenance – Queen Elizabeth Olympic Park 15

STRATEGIC FRAMEWORK 16 3.1 National and Regional Designations and Policies 16 3.2 Regional Strategic Planning Context 17

QUEEN ELIZABETH OLYMPIC PARK – Summary Planning History 22 4.1 Key Planning Conditions and Commitments 22 4.2 The Legacy Communities Scheme 23 4.3 Park Management Plan Planning Obligations 24 4.4 Land Ownership and Management Responsibilities 24

LLDC STRATEGIC AND POLICY CONTEXT 26 5.1 LLDC Policy Documents and Priority Themes 26

BIODIVERSITY ACTION PLAN 33 6.1 Background 33 6.2 2013 Queen Elizabeth Olympic Park BAP 34

PART 2 THE VISION

THE VISION 37 7.1 The Park Vision 37 7.2 The Park Management Vision 38 7.3 Statement of Significance 38 7.4 The Queen Elizabeth Olympic Park Strategic and Design Objectives 39 7.5 The North Park Design Objectives 41 7.6 The South Park Design Objectives 41 7.7 The Park Design Guide 2018 42

THE MANAGEMENT STRATEGY 43 8.1 Working with Partners 43 8.2 The Park Community 43 8.3 Green Flag 44 8.4 Maintaining High Standards and Performance 44 8.5 Character and Views 44 8.6 Conserving Heritage and Archaeology 44 8.7 Sustainability 46

Queen Elizabeth Olympic Park – Park Management Plan January 2019

8.8 Biodiversity 46 8.9 Water Conservation and Management 46 8.10 Energy Conservation and Carbon Reduction 46 8.11 Waste Management and Recycling 46 8.12 Adaptation to Climate Change 46 8.13 Access and Inclusion 47 8.14 Safety and Security 47 8.15 Events and Activities 47 8.16 Marketing 49 8.17 Development Platforms and Interim Uses 49 8.18 Monitoring and Review 49

PART 3 GOVERNANCE AND MANAGEMENT

PARK GOVERNANCE 50 9.1 The Park Governance Structure 50 9.2 Estate Facilities Management Structure 52 9.3 EFM Community Commitments and ‘Our Parklife’ 55 9.4 Park Headquarters and Depot 56 9.5 Environmental Management System 56 9.6 The Lee Valley Regional Park Authority 57 9.7 Waterway Management - Roles and Responsibilities 57 9.8 Park Budget 58 9.9 Venue Management 58 9.10 Park Byelaws 59 9.11 Policing and Security 59 9.12 Events Management 60

PART 4 THE PARK ESTATE

PHYSICAL DESCRIPTION 62 10.1 Topography 62 10.2 Geology 62 10.3 Soils and Contamination Issues 62 10.4 Water Control and Flood Risk Management 64

CHARACTER AREAS 66 11.1 Introduction 66 11.2 South Park 66 11.3 North Park 69 11.4 Canal Park 71 11.5 Waterways 71 11.6 Trees: The Park Tree Matrix 72

THE PARK INFRASTRUCTURE 74 12.1 Fencing, Gates and Railings 74 12.2 Paths, Roads, Bridges and Underpasses 74 12.3 Park Furniture and Signage 76 12.4 Lighting 76 12.5 CCTV 76 12.6 Irrigation and Drainage 76 12.7 Public Art 77

PARK HUBS 80 13.1 North Park Hub 80 13.2 South Park Hub 80

VENUES 81 14.1 ArcelorMittal Orbit 81 14.2 Stadium 81

Queen Elizabeth Olympic Park – Park Management Plan January 2019

14.3 Aquatics Centre 81 14.4 Copper Box Arena 81 14.5 Velopark 81 14.6 Lee Valley Hockey and Tennis Centres 81

PART 5 ACTIVITIES, EVENTS AND PARK USERS

TRAVEL AND ACCESS 82 15.1 Park Opening Hours 82 15.2 Travel Plan Framework 82 15.3 Car Parking 83 15.4 Cycling and Pedestrian Routes 83 15.5 Accessibility and Inclusion 84 15.6 Park Mobility Scheme 86

PARK ACTIVITIES AND PARTICIPATION 88 16.1 Community Engagement Programme 88 16.2 Education and Learning 90

VISITOR PROFILES AND MONITORING 92 17.1 Visitor Profiles 92 17.2 Visitor Monitoring 92 17.3 Visitor Satisfaction 92

PART 6 MANAGEMENT PRESCRIPTIONS

NORTH PARK GREEN INFRASTRUCTURE 93 18.1 Lawns and Grassland 95 18.2 Meadows 96 18.3 Interim Landscape Zones – Landscape Rooms 99 18.4 Ornamental Planting 102 18.5 Woodlands, Trees and Hedges 105 18.6 Waterways 119 18.7 Wetlands, Ponds and Swales 121 18.8 North Hub Succession Garden 125 18.9 Tumbling Bay Play Area 127

SOUTH PARK GREEN INFRASTRUCTURE 129 19.1 Lawns and Grassland 131 19.2 Meadows 132 19.3 Gardens and Ornamental Planting 138 19.4 Woodlands, Trees and Hedges 149 19.5 Wetlands 164 19.6 Allotments 165 19.7 Play Room and Water Labyrinth 166

CANAL PARK GREEN INFRASTRUCTURE 168 20 Canal Park 168

CLEANSING AND WASTE MANAGEMENT 172 21.1 Litter and Cleansing 172 21.2 Waste Management 173

Queen Elizabeth Olympic Park – Park Management Plan January 2019

STRUCTURES AND HARD LANDSCAPE FABRIC 174 22.1 Paths, Roads, Bridges and Underpasses 174 22.2 Fencing, Gates and Railings 177 22.3 Park Furniture and Signage 178 22.4 Lighting and Halo Turbines 179 22.5 Irrigation and Drainage 180 22.6 Public Art 182 22.7 History Trees 184 22.8 Artificial Wildlife Refuges 186 22.9 H10 Bridge Lift 187 22.10 Development Platform Frontages: Temporary Hoardings 188

PART 7 IMPLEMENTATION

MONITORING AND REVIEW 189 23.1 Park Management Monitoring and Reporting 189 23.2 Habitat and Species Monitoring 190 23.3 Review 190 23.4 Benchmarking and Third Party Review 191

APPENDICES

1 Bibliography 2 2008 Biodiversity Action Plan 3 Events Impact Assessment 4 LVRPA Landscape Management Plan 2014 – 2019 (Dec 2018) 5 Schedule of Paths and Surface Finishes 6 Schedule of Park Furniture and Signage 7 Schedule of Lighting 8 Art Installations Maintenance Requirements 9 Canal & River Trust Cycling Code of Conduct 10 Trees Disease Management and Phyto-sanitary Precautions and Management of Injurious and Invasive weeds 11 Tumbling Bay Playground: Report of Joint Assessment (Feb 2014) 12 Halo Turbines: Schedule of Activity (March 2012) 13 Lift Maintenance Schedules

PLANS Section

Plan 1 Queen Elizabeth Olympic Park Master Plan (2014) 1.2 Plan 2 Queen Elizabeth Olympic Park Phased Opening 1.3 Plan 3 Olympic Park Masterplan 2.2.2 Plan 4 Queen Elizabeth Olympic Park Context 3.1 Plan 5 Planning Application Boundaries 4.2 Plan 6 BAP Habitat Areas 6.1 Plan 7 North and South Park Strategic Views 8.5 Plan 8 North Park 1 in 100 Year Flood Risk Area 10.4 Plan 9 Canal and Waterways Network 11.4 Plan 10 North Park Boundary Railings 12.1 Plan 11 Road Hierarchy 12.2 Plan 12 Public Art Installations Location Plan 12.7 Plan 13 North Park 24 hr Access Routes 15.5

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Plan 14 Park Mobility Scheme 15.6 Plan 15 North Park Landscape Typologies 18 Plan 16 South Park Landscape Typologies 19

ACKNOWLEDGEMENTS

The Park Management Plan has been prepared by a consultant team led by Land Management Services Ltd, on behalf of the London Legacy Development Corporation (LLDC). The consultant team comprised the following:

Land Management Services Ltd Lead Consultant and Landscape Management Gary Grant Ecology Ecology and Biodiversity Action Plan ACS Consulting (London) Arboriculture Alan Baxter Integrated Design Engineering and Structures Hoare Lea Lighting and Electrical

The consultant team reported to a LLDC Project Steering comprising:

Mark Camley Executive Director Park Operations and Venues Michael Flanagan Interim Director of Park Operations Michael McDonnell Senior Project Manager Phil Askew Project Sponsor Parklands and Public Realm Stephen Gill Head of Estate and Facilities Management Derrick Spurr Interim Park Manager Vincent Bartlett Planning Peter Tudor Director of Venues Alistair Bayford Contract Manager (The Landscape Group) Adam Mayes Senior Operations Manager (Cofely Workplace) Jon Carney Lee Valley Regional Park Authority

We would also like to acknowledge the assistance of the following in providing comments and assistance in the preparation of specific elements of the Park Management Plan:

Canal & River Trust Environment Agency LDA Design Lee Valley Regional Park Authority London Legacy Development Corporation Natural England

The January 2019 update has been prepared by Land Management Services Ltd with the support and assistance of Chris Moran , LLDC Park Services Manager and other LLDC, Engie and idVerde colleagues

Queen Elizabeth Olympic Park – Park Management Plan January 2019

FRONTISPIECE

“Queen Elizabeth Olympic Park will become a place unlike any other in the capital, a place that combines all the elements that make London the world’s greatest city: the beautiful open spaces, the architecture, the innovation, the quality, the creativity, the sense of fun and excitement.”

Mayor of London

“Lee Valley Regional Park Authority is committed to working closely with LLDC to ensure that complementary Park management regimes and a consistent visitor experience are delivered across the whole Park and to ensure that:

the Park meets the dual needs of a park for regional and local communities and an iconic national and international destination

provides an exemplar in sustainable parks, venues and open spaces management opportunities are provided for all individuals to benefit through enjoyment, participation, relaxation, employment, activities, sport, learning and training”

Shaun Dawson (Chief Executive), Lee Valley Regional Park Authority

Queen Elizabeth Olympic Park – Park Management Plan January 2019

EXECUTIVE SUMMARY

Queen Elizabeth Olympic Park is the heart of the legacy which is emerging from the London 2012 Olympic Games. The parklands associated with the main 2012 Olympic venue at Stratford in east London were universally praised as a beautiful park, which delighted and inspired visitors and as a landscape rich in character, horticultural excellence and wildlife habitat.

The Park Management Plan is the key document guiding the management and operation of Queen Elizabeth Olympic Park. It sets out how high level planning strategies and policy will be delivered and provides the framework for the preparation of operational and service provider plans and specifications.

The Park Management Plan for Queen Elizabeth Olympic Park has been prepared and adopted in three stages to reflect the Park’s phased opening. The Phase 1 Park Management Plan focused on the core parklands which were opened to the public in July 2013. The Phase 1 Plan was granted planning approval in August 2013. The Phase 2 Plan was prepared to address the whole of the North Park and, more specifically, to include all those areas which became accessible to the general public from December 2013. Phase 3 incorporated the plan for the South Park which opened to the public in April 2014. This document is the culmination of all three phases and represents the full Park Management Plan (PMP), providing the comprehensive overarching plan for the whole of Queen Elizabeth Olympic Park.

Queen Elizabeth Olympic Park is operated and managed by the London Legacy Development Corporation (LLDC). The Velopark and the Lee Valley Hockey and Tennis Centre are operated and managed by the Lee Valley Regional Park Authority (LVRPA). The preparation of the Management Plan for the Velopark and the Lee Valley Hockey and Tennis Centre has been undertaken by LVRPA, in association with LLDC. This Park Management Plan describes the working relationship between LLDC, LVRPA and other partners with landholdings within or adjoining Queen Elizabeth Olympic Park, to ensure consistency in the visitor experience and the delivery of complementary management regimes across the Park.

This Management Plan is focused on a five year period, as this is an evolving landscape and will need to be subject to regular review as the Park landscape becomes established. As such, it is recognised that the Management Plan will need to be subject to regular updates and a fundamental review at the end of five years. This second update was undertaken in late 2018 and issued in January 2019, in support of the 2019 Green Flag Application.

The Vision for the Management of Queen Elizabeth Olympic Park is:

To take forward the legacy of landscape design and horticultural excellence, beauty and quality, community participation, sustainability and nature conservation created for Games time. The energy of the Games Makers, one of the enduring successes of the Olympics, will be continued through ‘Park Champions’, representing all those involved and engaged in the management of and activities in Queen Elizabeth Olympic Park.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Our Commitment:

Through the operation and management of the Park we will:

 ensure that the Park meets the dual needs of a local park for local communities and an iconic national and international destination  continue the legacy of horticultural excellence  conserve and enhance the biodiversity of the waterways and parklands  provide an exemplar in sustainable parks and open spaces management  contribute to and enhance the wider green infrastructure network across the capital and provide a model for the delivery of ecosystem services  ensure that opportunities are provided for all individuals to benefit through enjoyment, relaxation, employment, activities, sport, learning and training  ensure the Park is safe and accessible for all

The Park Management Plan describes:

 the Vision and Management Strategy for Queen Elizabeth Olympic Park  the Governance and Park Management Structures and relationships with Partner Organisations and Stakeholders  how LLDC Priority Themes and Policies will be delivered through the operation and management of the Park  the mechanisms, opportunities and roles for community participation in the Park through education, activities, volunteering and events, in particular through the creation and operation of ‘Our Parklife’, a Community Interest Company  the mechanisms for the delivery of Park maintenance and operation services through the Estate Facilities Management (EFM) Contract  the delivery and management of targets relating to open space and the Park Biodiversity Action Plan (BAP)  Requirements, Standards, Performance Indicators and Monitoring Procedures for Park management and maintenance  monitoring and review of the Park Management Plan and Targets

This update to the PMP has been prepared in support of the 2019 Green Flag Application. A Desk Assessment Feedback was prepared by the Green Flag Judging team following the Award in 2017. A number of the comments and recommendations are addressed directly in this updated PMP. A separate response document has also been prepared and will be submitted with the 2019 Green Flag Application.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

PART 1 HISTORY AND CONTEXT

1 INTRODUCTION

1.1 Queen Elizabeth Olympic Park

Legacy was always a central theme of London’s bid to host the games and was instrumental in the city’s success. The legacy proposals aspire to operate at many geographical and social levels, ranging from an international legacy of increased participation in sport, to a local legacy of environmental and urban regeneration in and around the former Olympic Park in the Lower Lea Valley of east London.

Queen Elizabeth Olympic Park will continue to develop this emphasis on quality and excellence in the creation and management of an exemplar public open space. In addition to being a beautiful park, Queen Elizabeth Olympic Park will provide a significant and long term contribution to the health and wellbeing of the local community, a major sporting and entertainment venue, and a national and international visitor destination and icon, commemorating the thirtieth Olympiad.

1.2 The London Legacy Development Corporation

The transformation of the Games time Olympic Park and the long term development, management and operation of the resulting Queen Elizabeth Olympic Park and surrounding Development Platforms was undertaken by the London Legacy Development Corporation (LLDC). LLDC was established as the immediate successor to the Olympic Park Legacy Company (OPLC) by the Mayor of London in the spring of 2012. The Mayor stated that LLDC’s purpose was to ‘promote and deliver physical, social, economic and environmental regeneration in the Olympic Park and surrounding area, in particular by maximising the legacy of the Olympic and Paralympic Games, by securing high-quality sustainable development and investment, ensuring the long-term success of the facilities and assets within its direct control and supporting and promoting the aim of convergence.’

The then Mayor expressed his commitment to Queen Elizabeth Olympic Park as: ‘London‘s single most important regeneration project for the next 25 years. A successful legacy for the Park will accommodate significant employment growth, both through long-term use of venues and other facilities, and through bringing forward new development across the site. In addition to creating new employment opportunities, the legacy programme will seek to address some of the long-term and interlinked challenges facing East London residents, such as poor quality housing, low employment levels, diversity and inequalities, as well as overall high levels of deprivation relative to the Greater London region.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Plan 1: Queen Elizabeth Olympic Park Illustrative Masterplan (2014)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

It will be essential to connect with the existing local communities that frame the Park, as well as knitting these together with the new communities that will develop over time within the Park. Without this fundamental connection and integration the Park will fail to become a catalyst for regeneration and will at best remain an isolated island of sporting history. The strategic aims for LLDC are:

 to deliver social, economic and environmental benefits and convergence for east London  to deliver financial returns to the public purse over the long term and  to optimise sustainability and success of the Park and venues’1

The Legacy Communities Scheme (LCS) sets out the overarching vision that will guide the long-term delivery of the Olympic legacy through the creation of open space and public realm, neighbourhoods and infrastructure. The preparation of the Park Management Plan is a significant part of the legacy delivery to ensure that the spirit, ethos and commitment to quality which defined the Park during Games time are carried forward.

1.3 Purpose of the Park Management Plan

The Park Management Plan has been developed by LLDC, working with the specialist consultant, Land Management Services Ltd. As a part of effective and good practice for the management and maintenance of Queen Elizabeth Olympic Park, LLDC is promoting a high level, site wide strategy that contains a set of overarching principles to achieve consistency in management across the Park. First and foremost, the Park Management Plan sets out the framework for all aspects of the management, maintenance and operation of Queen Elizabeth Olympic Park.

In addition to providing this framework for park management, the Plan also meets two further specific requirements:

 to discharge planning conditions  to set out the strategy to attain Green Flag accreditation for Queen Elizabeth Olympic Park (the Park’s first Green Flag accreditation was awarded in 2014)

The Park Management Plan for Queen Elizabeth Olympic Park has been prepared and adopted in three stages to reflect the Park’s phased opening (see Plan 2). The Phase 1 Park Management Plan focused on the core parklands, which were opened to the public in July 2013. The Phase 1 Management Plan was granted planning approval in August 2013. The Phase 2 Plan was prepared to address the whole of the North Park and, more specifically, to include all those areas which became accessible to the general public from December 2013. This full Park Management Plan incorporates the Phase 1 and Phase 2 Plans and the whole of the South Park, which opened to the public in April 2014. This Park Management Plan provides the comprehensive overarching plan for the whole of Queen Elizabeth Olympic Park (see Table 1).

1 LLDC Business Plan 2012/13 to 2014/15

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Table 1: Queen Elizabeth Olympic Park Phased Opening

Phase Park Area Opening Date Phase 1 North Park (part) 27th July 2013 Phase 2 North Park (remainder) 31st December 2013 LVRPA Velopark March 2014 Phase 3 South Park 5th April 2014 LVRPA Lee Valley Hockey and June 2014 Tennis Centre

This Park Management Plan describes the partnership approach which has been adopted by LLDC and LVRPA in order to ensure complementary management regimes operate throughout the Park.

This Park Management Plan covers a period of five years and remains in operation until the end of May 2019. Queen Elizabeth Olympic Park is a newly established and evolving landscape with an emerging audience and events programme. As such, it is recognised that the Management Plan will need to be subject to regular updates and a fundamental review at the end of five years. This second update was prepared in the autumn of 2018 and issued in January 2019.

Plan 2: Queen Elizabeth Olympic Park Phased Opening

1.4 Content and Structure of the Park Management Plan

The Park Management Plan is the key document guiding the management, operation and maintenance of Queen Elizabeth Olympic Park. The Plan sets out how high level planning strategies and policy will be delivered and provides the framework for the preparation of operational and service provider plans and specifications. This overall context is summarised in Figure 1.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Figure 1: Queen Elizabeth Olympic Park Management Plan Context

LLDC Planning POLICY LLDC Policies and LLDC Sustainability Obligations – Park AND Priority Themes Commitments Operation, Management PLANNING and Events

STRATEGY

Events Management Co-ordination Framework Park Management Plan Safety and Security Plans MANAGEMENT Park BAP Travel and Inclusion Plans Community Engagement

IMPLEMENTATION AND UPDATE

EFM Park Operations Plans and Reporting OPERATION Events and Activities EFM Contract BAP Monitoring ‘Our Parklife’ Park Mobility Schemes Specification Park Safety and Security

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Specifically this plan sets out:  the Vision and Management Strategy for Queen Elizabeth Olympic Park  the Governance and Park Management Structures and relationships with Partner Organisations and Stakeholders  how LLDC Priority Themes and Policies will be delivered through the operation and management of the Park  the mechanisms, opportunities and roles for community participation in the Park through education, activities, volunteering and events, in particular through the creation and operation of ‘Our Parklife’, a Community Interest Company  the mechanisms for the delivery of Park maintenance and operation services through the Estate Facilities Management Contract for LLDC landholdings.  the delivery and management of targets relating to open space and the Park Biodiversity Action Plan (BAP)  Requirements, Standards, Performance Indicators and Monitoring Procedures for Park management and maintenance  monitoring and review of the Plan and Targets The Park Management Plan is set out in 7 Parts.

Part 1 reviews the history and context of the Park, covering aspects such as the vision and requirements for Games time, transformation and phased opening, the planning framework, the Biodiversity Action Plan and LLDC’s policies and strategies.

Part 2 sets out the Vision for the Park and outlines the guiding principles for the management of the whole estate.

Part 3 looks at Park governance and management structures.

Part 4 describes the Queen Elizabeth Olympic Park estate, including landscape areas, structures, hard landscape, park buildings and venues.

Part 5 describes the strategies for activities, events, access and use.

Part 6 describes the management prescriptions for all aspects of the Park estate.

Part 7 (Implementation) looks at Plan adoption and also monitoring and review.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

1.5 Development of the Park Management Plan

The preparation of the Park Management Plan was built on the consultation undertaken in the preparation of the Phase 1 Management Plan. This involved:

 desk top review of LLDC strategies; the full list of policy documents, strategies, planning statements and other relevant documents and records are listed in the bibliography in Appendix 1  on-going evaluation of park operation and management post Phase 1 opening in July 2013  on-going consultation with individuals and teams within LLDC and the LLDC Estate Facilities Management Contractor  close liaison with LVRPA to ensure consistency with the Velopark and Lee Valley Hockey and Tennis Centre Management Plans  preparation of a draft documentation for review  consultation with Statutory Consultees – Natural England (NE), Environment Agency (EA), Canal & River Trust

1.6 Adoption and Implementation of the Park Management Plan

The Park Management Plan has been prepared by a consultant team led by Land Management Services Ltd working to an LLDC appointed Steering Group. The Plan has been subject to formal approval by the LLDC Planning and Policy Decisions Team (PPDT).

The LLDC Executive Director of Park Operations and Venues and the Park Services Manager are responsible for the implementation, review and update of the Park Management Plan. The Plan is subject to annual review and update in accordance with the programme set out in Section 22 (Monitoring and Review). The whole of the estate covered by this Park Management Plan will be managed and operated directly by LLDC.

Operation and maintenance for the LLDC landholdings within Queen Elizabeth Olympic Park is provided through the EFM Contract. The appointed contractor team led by Engie Services Limited (formerly Balfour Beatty Workplace) has contributed to the development of the Park Management Plan. Engie Services Limited will be the EFM Contractor for the full five year period covered by this Park Management Plan. Under the EFM Contract, idverde (formerly known as The Landscape Group) is the service provider in relation to the horticulture and the maintenance of hard and soft landscape, cleansing and waste management.

Under the terms of the EFM Contract, idverde are required to produce an annual Horticultural and Landscape Maintenance Operational Plan. The first annual plan was issued in March 2013. These Operational Plans take forward the prescriptions, standards and key performance indicators described in this Park Management Plan and set out the operations, procedures and risk assessments for implementation.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

2 HISTORICAL CONTEXT – The creation of Queen Elizabeth Olympic Park

2.1 Early History – the Site Pre-Games

The area now known as Queen Elizabeth Olympic Park lies in the flood plain of the Lower Lea Valley. The wetlands of some 10,000 years ago gradually developed into wet woodland, but constant human modification and management transformed the valley into one of open marshland, pasture and water mills2. With the onset of the industrial revolution the numerous waterways (in the area of the Park these include the River Lea, the Old River Lea, the River Lee Navigation, the City Mill River and Waterworks River) provided both power and transport which spawned a range of heavy and often polluting industrial uses.

The Olympic Legacy Waterways Framework notes that “The Rivers had fallen largely into disuse by the mid-20th century, with the decline in both canal freight carrying and waterside industries. … By the 1990s the waterway network threaded its way through a landscape of redundant industry and degraded sites, where low value activities were prevalent …. In parts they were heavily silted and as such largely un-navigable.”

Railway transport also became an important feature of the area. Stratford railway works commenced operation in the 1840s and became the largest locomotive running depot in the country. By the second half of the 20th century the area had developed into a major rail freight terminal but it was the establishment of Stratford as a key location on the Channel Tunnel Rail Link which began a significant shift in attitudes to this area of east London.

It was, however, the decision to bid for the 2012 Olympic and Paralympic Games based in the Lower Lea Valley which created the ability to deliver a significant regeneration package and, on 30 March 2006, Parliament passed the London Olympics and Paralympics Games Act, which set out a clear commitment to deliver the Olympic Games and Paralympic Games for London and the UK.

2.2 Preparation for Games Mode

2.2.1 The Vision for the Games

The vision for the Olympic Park was, and is, to provide a unique, world class sports, urban recreation and ecological park, located around the existing river system.

During the development work for the Olympic parklands and public realm, ten objectives were identified3:

1. Celebrate the Games – provide the stage for an exceptional Olympic Games and Paralympics Games and remember them in Legacy

2 london2012.com/learninglegacy ‘The evolving landscape of the Olympic Park’, October 2011 3 New Northern Parklands Design and Access Statement Update (2011)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

2. Be a Catalyst for Economic Development – generate increased land values, commercial opportunities and jobs within the parkland and in surrounding areas

3. Restore the Waterways – protect, enhance, restore, reveal and promote access and recreation within and along the existing waterways. Make provision for flood-risk management, water storage and cleansing

4. Enhance Biodiversity – monitor, protect, enhance and create new wildlife habitats to deliver the Biodiversity Action Plan

5. Promote Culture and the Arts – through formal and informal exhibitions, and events of local, national and international significance

6. Build Community Cohesion – provide clean, green and safe settings for diverse existing and new communities to come together to celebrate their sense of identity and place

7. Encourage Healthy Living – promote both active and passive leisure, recreation and play for improved physical and mental health and wellbeing

8. Develop Skills and Education – establish formal and informal learning programmes around biodiversity, local history, the Olympics, building and green skills

9. Provide Connections – ensure easy, safe access to and from neighbouring residential areas and transport hubs, particularly east-west links across the Parklands, north-south links to the Lee Valley Regional Park and the River Thames, and wider links to the sub-regional East London Green Grid

10. Integrate Infrastructure – accommodate existing infrastructure, comprising roads, bridges, utilities and environmental systems to accentuate existing character and promote greater functionality of the Park

2.2.2 Development of the Site for Games Time

Planning permissions, secured in 2004, set out the initial proposals for the Games and subsequent legacy. In 2007, following the success of London’s Olympic bid, the ‘Site Preparation and Olympic, Paralympic and Legacy Transformation’ planning applications were submitted and granted later that year. These permissions facilitated the development of Olympic facilities, venues and infrastructure for both hosting the Games and subsequent Legacy transformation, and included mechanisms for the preparation of a Legacy Masterplan Framework and the basis for ensuring the readiness of development platforms for long term use.

Subsequently, a suite of ‘Parklands and Public Realm’ planning applications provided the details for the centre piece of the Games time Olympic Park, and included the

Queen Elizabeth Olympic Park – Park Management Plan January 2019

landscape for the central areas of Olympic Park, concourse areas, and front and back of house areas. These were submitted in 2008 and approved in 2009.

The Olympic Park was created between 2007 and 2010.

Plan 3: Olympic Park Masterplan

For a period of twelve months from May 2011, ‘The London Prepares’ programme helped to test vital areas of operations ahead of the Games themselves. As well as venue and sports operational aspects (e.g. field of play, results, timing and scoring systems), other areas such as movement around the venues were also tested4.

The London 2012 games were heralded as an exceptional Olympiad and the parklands provided colour, vibrancy and a major attraction at the heart of the Games time park.

2.3 Transformation

2.3.1 Preparing for Transformation

The vision for Transformation has been the creation of a lasting Legacy based upon the staging of the Olympic and Paralympic Games. The Transformation proposals were devised on the basis of three overarching design principles:

 to be fit for purpose  to provide value for money

4 www.london2012.com, accessed November 2012

Queen Elizabeth Olympic Park – Park Management Plan January 2019

 to create a strong and distinctive identity and character5

On this basis, the Olympic Delivery Authority (ODA) was granted a suite of planning permissions for the Post Games Transformation scheme, in 2010. These permissions included for the Parklands and Public Realm and provided the hard and soft details for the creation of a new park for London, serving existing and new local communities, and visitors from further afield, with opportunities for informal and formal sport, recreation and leisure, and accommodating and providing a setting for the retained Olympic sporting venues.

Later that year, the Olympic Park Legacy Company (OPLC) (established in 2009 to develop the long term legacy and transferred to LLDC in 2012) undertook a comprehensive review of the Transformation Scheme and concluded that the design for the northern half of the Park (including the VeloPark), did not provide the most effective option for maximising legacy benefits or the optimal relationship between the parklands and the River Lea corridor. As a result, an alternative New Northern Parkland scheme was developed and planning permission was granted in 2012.

As the detailed design for the Post Games Transformation Scheme progressed, the need arose to make several relatively minor amendments. These were consolidated into a Post Games Transformation Amendments Scheme which was also granted consent in 2012.

A condition of the Post Games Transformation Scheme planning applications was to provide facilities for park visitors. Planning permission for these facilities, taking the form of the North and South Park Hubs, and the re-design of the South Plaza, was also granted in 2012.

2.3.2 The 2010 Outline Management Plan

‘The Olympic Park – Towards a 10 Year Landscape Management and Maintenance Plan’ (ETM Associates) was issued in 2010, in support of the ODA planning applications for the Olympic Park.

The document aimed to inform the future management arrangements for the Park and Public Realm and provided “a strategic and comprehensive look at those elements that need consideration when developing a holistic management strategy for any complex urban park”.

Although, by necessity, the report was of a preliminary nature, it provided considerable detail including options, case studies and good practice on a range of topics including events and activities, management and maintenance, monitoring and operating models. This Outline Management Plan has informed design and related preparatory work and the development of the Park Management Plan.

5 Olympic Transformation – Olympic Parklands and Public Realm Design and Access Statement Oct 2011

Queen Elizabeth Olympic Park – Park Management Plan January 2019

2.4 Management and Maintenance – During Games Mode and Transformation

Management and maintenance in the lead up to and during Games time was overseen by the ODA. Maintenance of the Park during Games time provided a unique challenge for all those involved, with teams of operatives working through the night to maintain, cleanse and repair damage from the previous day. The need for a high element of reactive maintenance required a considerable staff and equipment resource for the two short games periods.

Management and maintenance responsibilities were handed over to the LLDC Transformation Team in November 2012. Management during Transformation was undertaken by a contractor team led by BAM Nuttall.

Park landscape maintenance specifications, to cover both Games time and Transformation periods were prepared for hard and soft landscapes in 2011 and 2012. Monitoring reports6 were also produced to gauge the effectiveness of regimes and inform modifications to maintenance operations.

These specifications, together with the input of former ODA staff, consultant and contractor teams involved in both games and transformation phases, have informed the development of the Park Management Plan, the Horticultural and Landscape Maintenance Plan (The Landscape Group March 2013) and the Service Levels and Contract Specifications for the management, maintenance and operation of Queen Elizabeth Olympic Park.

2.5 Management and Maintenance – Queen Elizabeth Olympic Park

The current grounds maintenance contract for the park commenced on 1 January 2014 and runs for a period of ten years with an optional five year extension. It is an output, performance contract with LLDC client monitoring undertaken by the Park Services Manager. The maintenance works are undertaken by idVerde, is a sub-contractor for the main contractor Engie Services Limited.

6 Landscape Management and Maintenance Report (Oct 2012)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

3 STRATEGIC FRAMEWORK

3.1 National and Regional Designations and Policies

Queen Elizabeth Olympic Park has been influenced by and plays a role in a number of national designations and policies, both historic and current.

The Park forms part of the green lung or corridor identified in the first great spatial planning strategy for London prepared by Patrick Abercrombie in 1943, in support of the County of London Plan.

Today Queen Elizabeth Olympic Park lies at the heart of three of the most important regional open space networks in the capital:

 Lee Valley Regional Park  All London Green Grid  Blue Ribbon Network

Queen Elizabeth Olympic Park will also become an integral part of the local parks and open spaces networks within the London Boroughs of Hackney, Newham, Tower Hamlets and Waltham Forest. The Park Context Plan (Plan 4) shows Queen Elizabeth Olympic Park in the context of the wider parks and open spaces network.

Plan 4: Queen Elizabeth Olympic Park Context.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

The material planning documents pertaining to the Park are:

 National Planning Policy Framework (NPPF) 2018  Water Framework Directive (2000)  The London Plan (2016)  All London Green Grid SPG and Area Frameworks  London Borough of Hackney Core Strategy (adopted 2010) Hackney Wick Area Action Plan  London Borough of Newham Core Strategy 2027 (adopted January 2012)  London Borough of Tower Hamlets Core Strategy (adopted 2010)  London Borough of Waltham Forest Core Strategy (adopted March 2012)  Lee Valley Regional Park Plan (2000)  Lee Valley Park Development Framework (2011)  Olympic Legacy Supplementary Planning Guidance  Northern Olympic Fringe Draft Area Action Plan  Fish Island Area Action Plan

Policies drawn from The London Plan are included in the text below. Reference is also made to the Borough Core Strategies and Parks and Open Space Strategies, together with the Lee Valley Regional Park Plan and Development Framework. Detailed policies are not included from these plans or others listed above and reference should be made to the core documents on policy issues.

LLDC is working closely with the London Boroughs, the Greater London Authority (GLA), LVRPA, Canal & River Trust and other landowners and organisations associated with delivery of the regional and local planning policies described in the sections below. The Governance structure, regional and park forums and partner organisations which will oversee the delivery and monitor compliance with the regional and local planning framework are described in Section 9 of this Management Plan.

3.2 Regional Strategic Planning Context

3.2.1 The London Plan (2016)

As at January 2019, a new London Plan is in preparation. However, the London Plan 2016 remains the adopted Development Plan.

The London Plan identified the Lower Lee Valley and Stratford as ‘Opportunity Areas’ in East London, which are intended to accommodate a significant proportion of London’s sustainable growth. The London Plan recognises that the Olympics Games will provide a major catalyst for change and regeneration in East London, especially the Lower Lea Valley, ‘levering resources, spurring timely completion of already programmed infrastructure investment and leaving a Legacy to be valued by future generations’.

Policy 2.4 of the Plan deals specifically with the 2012 Games and their Legacy.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

‘POLICY 2.4 THE 2012 GAMES AND THEIR LEGACY

Strategic A. The Mayor will work with and through the London Legacy Development Corporation to “promote and deliver physical, social, economic and environmental regeneration of the Olympic Park and its surrounding area, in particular by maximising the legacy of the 2012 Olympic and Paralympic Games, by securing high quality sustainable development and investment, ensuring the long term success of the facilities and assets within its direct control and supporting and promoting the aim of convergence” and will seek to close the deprivation gap between the Olympic host boroughs (see Glossary) and the rest of London. This will be London’s single most important regeneration project for the next 25 years. It will sustain existing stable communities and promote local economic investment to create job opportunities (especially for young people), driven by community engagement.

Strategic and LDF preparation B. The Mayor’s planning priorities for the Queen Elizabeth Olympic Park and its surrounding areas were set out in his Olympic Legacy Strategic Planning Guidance (OLSPG). This work is now being taken forward through a DPD prepared by the London Legacy Development Corporation (LLDC) which should reflect and develop the objectives and ambition set out in the London Plan and OLSPG, in particular the need for a planned approach to regeneration and change; to embed exemplary design and environmental quality including attention to the response to climate change and provision of exemplary energy, water conservation and waste management; and to help meet existing and new housing needs – particularly for families. It should plan for Stratford’s development as a Metropolitan Centre, strategic transport hub and strategic location for growth in office, retail, academic and leisure uses. It should also consider social, community and cultural infrastructure requirements; set out how the areas around the Queen Elizabeth Olympic Park can benefit from, be accessible from and be fully integrated with the retained venues and legacy proposals and ensure that new development within and surrounding the Queen Elizabeth Olympic Park will facilitate accessible and affordable sport and recreation and maximise opportunities for all to increase physical activity and reduce health inequalities.

LDF preparation and planning decisions. C. Through the LLDC and more widely, the Mayor will and boroughs should: a reflect and give full planning weight to the LLDC’s DPD when preparing their own DPDs. In conjunction with the London Plan, the LLDC’s DPD will provide the local development plan for the area for development management purposes b ensure that development contributes towards achieving the delivery of new homes, business space, physical and social infrastructure identified within the DPD c ensure that new development contributes to the delivery of new strategic and local transport infrastructure and local connections (particularly walking and cycling) within, to and from the Legacy Corporation area.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

d ensure that development proposals in its area embody the highest achievable environmental standards and enhance open space provision and the waterways in the area for the full range of benefits they bring e promote the Queen Elizabeth Olympic Park, its venues and surrounding attractors as international visitor destinations for sport, recreation and tourism f support the provision and creation of a range of workspaces suitable for new and existing enterprises of all kinds, including developing its potential as a cultural quarter, extending London’s offer as an international centre of academic excellence and developing a high quality media and creative industry cluster at Hackney Wick that will provide premises and opportunities for local and global businesses, underpinned by strong technological infrastructure g support the on-going, accessible use of the new permanent facilities and venues within the Queen Elizabeth Olympic Park to meet London’s elite and recreational sports needs.

D. Planning decisions should reflect the priorities set out above.’

3.2.2 The Blue Ribbon Network

The River Lea and Lee Navigation are an integral part of London’s Blue Ribbon Network. Policies in the London Plan protect and promote the network as multi-functional, providing ‘a transport corridor, drainage and flood management, a source of water, discharge of treated effluent, a series of diverse and important habitats, green infrastructure, heritage value, recreational opportunities and important landscapes and views’. Policies seek to prioritise use of land alongside the waterways for water related uses, promote greater use of the network’s infrastructure for transport and recreation and restore and enhance the network.

The creation of Queen Elizabeth Olympic Park and neighbouring Canal Park by the LLDC will deliver many of these objectives and also links communities across the waterways.

3.2.3 Lee Valley Regional Park

Queen Elizabeth Olympic Park and Canal Park are located in the lower reaches of the Lee Valley Regional Park, and the realisation of these parks are critical pieces in the jigsaw to deliver a comprehensive open space providing access, sports and recreational facilities, and link and extend the green and ecological corridors along the river and canal.

The Lee Valley Regional Park was created by Act of Parliament in 1966. The Lee Valley Regional Park Authority was formed in 1967 with the statutory duty to:

‘develop, improve, preserve and manage or to procure or arrange for the development improvement, preservation and management of the Park as a place for the occupation of leisure, recreation, sports, games or amusements

Queen Elizabeth Olympic Park – Park Management Plan January 2019

or any similar activity for the provision of nature reserves and for the provision and enjoyment of entertainments of any kind.’7

The Lee Valley Regional Park follows the course of the River Lea for almost 37 km (23 miles) from Ware in Hertfordshire to the Thames at East India Dock Basin.

The LVRPA has a statutory duty to produce a Park Plan. The Park Plan dates from 2000 and, therefore, pre-dates the evolution of the Olympic Park. The Regional Park Vision, as set out in the Park Plan is, however, entirely consistent with the Vision for Queen Elizabeth Olympic Park and the Olympic Legacy. The Lea Valley Regional Park Vision is:

 ‘to be cohesive, sustainable and a valued regional green lung  to be an area of enhanced and protected natural bio-diversity for the enjoyment of all  to achieve full utilisation of the unique land and water assets of the Regional Park for specialist leisure and recreational facilities developed in accordance with principles of sustainability and design excellence  to be an accessible and permeable, integrated visitor attraction to serve the region which will include local communities’

The LVRPA’s Park Development Framework (2011) sets out the Vision, Aims and Objectives for the Park and includes a series of Thematic Proposals, which are to be developed into detailed plans. The Framework incorporates all the Olympic Legacy venues, including the VeloPark and the Lee Valley Hockey and Tennis Centres. The Management Plan for the LVRPA landholding (December 2018) is included in Appendix 4 to this Park Management Plan.

3.2.4 Canal & River Trust

The Canal & River Trust is a charity which was created in July 2012 as the successor to British Waterways and is the guardian of 2,000 miles of historic inland waterways in England and Wales and the owner of the majority of the Queen Elizabeth Olympic Park waterways network. The vision of the Trust is ‘a sustainable and evolving canal and river network that is a national treasure – accessible to and cherished by all’.

The Trust has six strategic priorities:

 ensuring our canals and rivers are open, accessible and safe  inspiring more people to enjoy the canals and rivers and support the Trust’s work  earning financial security for our canals and rivers  doing everything we can to deliver on our charitable objectives  minimising the impact we make on scarce resources

7 Lee Valley Regional Park Act 1966

Queen Elizabeth Olympic Park – Park Management Plan January 2019

 establishing the Trust as a respected and trusted guardian of our canals and rivers

Parts of the Old River Lea, Waterworks River, City Mill River and Bow Back River within the Queen Elizabeth Olympic Park are owned by the Canal & River Trust. An agreement is in place between LLDC and Canal & River Trust for the management and maintenance of waterways, described in more detail in Section 9.7 of this Management Plan.

3.2.5 All London Green Grid

‘Green Infrastructure and Open Environments: The All London Green Grid’ Supplementary Planning Guidance (SPG) was published by the Greater London Authority in March 2012. The SPG sets out the value and benefits of green infrastructure to the health and well being of local communities and the contribution it makes to London as a place to live, work and visit. This principle has underpinned the creation of Queen Elizabeth Olympic Park and the planned development of the surrounding neighbourhoods and development platforms. The Vision for the All London Green Grid is:

‘To create a well designed green infrastructure network of interlinked, multi-purpose open and green spaces with good connections to the places where people live and work, public transport, the Green Belt and the Blue Ribbon Network, especially the Thames. This will provide a richly varied landscape that will benefit both people and wildlife providing diverse uses to appeal to, and be accessible by, all.’

The All London Green Grid is taken forward through eleven Area Frameworks. Queen Elizabeth Olympic Park is located in the Lea Valley and Finchley Ridge Area Framework.’8 The Area Framework identifies Queen Elizabeth Olympic Park as a key element of the green infrastructure and open space network of the lower Lea Valley and also as a ‘major catalyst’ for investment and change.

3.2.6 Lea River Valley Natural Landscape Area

Natural England published ‘London’s Natural Signatures – The London Landscape Framework’ in January 2011. The framework identifies the underlying natural landscape characteristics across London through the identification of 22 Natural Landscape Areas. The Lea River Valley (Natural Landscape Area 6) covers the river corridor associated with the River Lea, and identifies defining natural landscape features of the corridor. Key influences on the character of the corridor such as wet woodlands, scrub and reed beds and ‘design clues’ to make and shape future design decisions such as the creation of more natural river profiles, are entirely consistent with the design and management objectives for Queen Elizabeth Olympic Park.

8 Lea Valley and Finchley Ridge Area Framework (Draft January 2013)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

4 QUEEN ELIZABETH OLYMPIC PARK – SUMMARY PLANNING HISTORY

4.1 Key Planning Conditions and Commitments

The Park has been and still remains subject to many planning permissions. These permissions establish a series of commitments and principles to be brought forward through construction, Games mode, Transformation, the Legacy Communities Scheme and ultimately through the management and operation of the Park. The principal applications and commitments and the stages in the development of the Park are described in Section 2. The main planning phases can be summarised as follows:

 2007 Olympic, Paralympic & Legacy Transformation Planning Permissions  2010 Parkland and Public Realm Post Games Transformation Permission  2012 Legacy Communities Scheme

Based upon conditions and Section 106 agreements attached to the above permissions, the following overarching Green Infrastructure commitments must be secured through the Games and Post Games Transformation development of the Olympic Park (of which the Legacy Communities Scheme forms part):

6.5km of improved waterways:  a linear park and public promenade along the Lee Navigation and Bow Back Rivers  riverside walkways and towpaths

A diversity of landscapes:  at least 102 ha of metropolitan open space  over 45 ha of Biodiversity Action Plan area (subsequently increased to 49.1 ha through the LCS)  over 6 ha of woodlands, hedgerows and other semi-natural habitats  children’s play areas, civic plazas, neighbourhood squares and gardens

Legacy facilities:  Copper Box Arena (Multi-Use Arena)  Lee Valley VeloPark with cycle tracks and trails  the ArcelorMittal Orbit within the South Plaza  Aquatics Centre  allotments  reconfigured Olympic Stadium with community facilities and athletics track  North and South Park Hubs  Lee Valley Hockey and Tennis Centres (formerly Eton Manor)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

4.2 The Legacy Communities Scheme

The Legacy Communities Scheme (LCS) defines the overarching vision that will guide the long-term development of the Park, its neighbourhoods, venues and infrastructure after the Games. The Outline Planning Permission for the LCS defines the uses, built area quantities, and parameters of height, density, open space, and key streets for five new neighbourhoods.

Plan 5: Planning Application Boundaries

Queen Elizabeth Olympic Park – Park Management Plan January 2019

The LCS covers 64 hectares (158 acres) and sets out the proposed creation of up to 6,800 homes across the five neighbourhoods, which will serve new and existing residents of East London, providing new schools, nurseries, community spaces and health centres.

The LCS Design and Access Statement sets out the vision for the regeneration of land within the LLDC estate, together with the principles to be adopted in relation to access, scale, character, use, green infrastructure and urban design. The document also establishes urban and inclusive design principles to inform the detailed design proposals at a site wide level and for each Planning Delivery Zone (PDZ) through a clear description of each area.

4.3 Park Management Plan Planning Obligations This Park Management Plan has been submitted for approval by the LLDC PPDT in order to meet the requirements of the following main planning conditions: LTD.05 ‘Before 31 December 2012 overall arrangements for the long term management, funding, public use (including mobility schemes) and maintenance of all retained venues, open space and public realm within the Site and the Greenway improvements shall be submitted to the Local Planning Authority for approval. This shall include details of any restrictions on proposed opening hours of the land to which the public has access within the Site.’

PGT.85 ‘Before 31 December 2012, overall arrangements for the long term management, funding, public use and maintenance of all retained venues, open space (including allotments in respect of which the framework for the long term retention of allotments as appropriate shall be addressed) and public realm within the Olympic Park Site and the Greenway improvements shall be submitted to the Local Planning Authority for approval. This shall include details of any restrictions on proposed opening hours of the land to which the public has access within the Olympic Park Site.’

The Phase 1 Park Management Plan was approved on 30th August 2013.

4.4 Land Ownership and Management Responsibilities

Queen Elizabeth Olympic Park and the associated emerging neighbourhoods and areas of public realm constitute a complex estate with a number of elements under different land owners.

The whole of the South Park is within the ownership of the LLDC. The land owners in the North Park are:

 LLDC  LVRPA  London Borough of Hackney (LBH)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

The LLDC will generally be responsible for the management and maintenance of the parkland, regardless of land ownership.

The Canal & River Trust own part of the waterway network within the Park, however, LLDC has entered into an arrangement whereby LLDC maintains the waterways on behalf of the Canal & River Trust.

This arrangement, however, does not include the River Lea Navigation, which forms the western boundary of the Queen Elizabeth Olympic Park and is the responsibility of the Canal & River Trust.

There are a number of smaller areas, including the approaches to the F10 Bridge and land in the ownership of Network Rail, which are currently being maintained by LLDC. The long term management responsibilities for these areas will be resolved in due course.

LLDC has set up a specific Park Operational Forum and a Park Operations Group to co-ordinate the management and operation of Queen Elizabeth Olympic Park within the wider LLDC estate, and in association with the London Boroughs, LVRPA, Canal & River Trust and other neighbouring land owners. The Operational Forum provides a strategic role at Director and Chief Executive levels, whilst the Operations Group brings together senior managers involved in the day to management and operation of the respective areas and facilities. The full membership of these groups is set out in Section 9 of this Management Plan. At a community level the Park Panel comprises local community and voluntary organisations involved in the Park (see also section 16).

Queen Elizabeth Olympic Park – Park Management Plan January 2019

5 LLDC STRATEGIC AND POLICY CONTEXT

5.1 LLDC Policy Documents and Priority Themes

LLDC has adopted four overarching Priority Themes which drive the delivery of the Olympic Legacy. These are:

 promoting convergence and community participation  championing equalities and inclusion  ensuring high quality design  ensuring environmental sustainability

To guide the delivery of these four Priority Themes, LLDC has developed a number of Strategy and Policy Documents. These are shown in Table 2 below. This Park Management Plan describes how the LLDC Priority Themes and underlying policies are delivered through the management and maintenance of the Park.

Table 3 below lists the individual, high level policies relevant to management of Queen Elizabeth Olympic Park and includes a summary of overall Policy Aims and Objectives. The Park Management Plan is consistent with these policies and seeks to deliver relevant elements of the Aims and Objectives through the management and operation of Queen Elizabeth Olympic Park.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Table 2: LLDC Strategies and Policy Documents

LLDC Policy Document Status Community Engagement Policy September 2012 Equality and Inclusion Policy May 2012 Socio Economic Policy October 2012 Your Sustainability Guide to Queen Elizabeth Olympic Park 2030 April 2012 Design Quality Policy September 2012 Sport and Healthy Living Policy September 2012 LLDC Strategies and Plans Community Participation Strategy June 2013 Legacy Communities Scheme Participation Strategy June 2013 Inclusive Design Strategy September 2012 Inclusive Design Standards March 2013 Waterways Strategy Draft January 2012 and updates Interim Uses Strategy Version 04 September 2011 Health, Safety and Environment Standard March 2013/14 Events Management Co-ordination Framework February 2014 Events Management Plan February 2014 Security Plan Draft May 2012 Security Strategy February 2013 Travel Plan Framework April 2012 Marketing Strategy 2014 ‘Eyes and minds and dreams and tongues’ Arts and Culture Strategy Undated Waste Streams Strategy LCS Green Infrastructure Strategy February 2012 Biodiversity Action Plan 2008 and March 2013 and 2014/19 Queen Elizabeth Olympic Park Flood Plan 2014 – 19 Park Design Guide 2018

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Table 3: LLDC Priority Themes, Policies and Delivery Plans

Policies & Delivery Priority Theme Detail Policy Aims and Objectives Plans Promoting convergence Community Community groups will be engaged in the long  Develop a local sense of ownership and and community Engagement term development of the Park, the facilities and responsibility participation the events and attractions. The Park will  Support successful community initiatives become an important meeting place for east and activities London.  Establish clear communication and information sharing  Enhance corporate social responsibility (internally and externally)  Develop strong relationships and lasting partnerships Socio Economic The LLDC aims to be a catalyst for regeneration  Establish high quality neighbourhoods and a and convergence. new piece of east London, offering high standards of liveability, new homes and facilities for new and existing residents  Promote growth and economic development, attracting businesses, fostering innovation and entrepreneurship, and creating thousands of jobs  Build legacy careers, generating choices by establishing pathways for local people to access the jobs, apprenticeships, training and other opportunities created by our development

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Policies & Delivery Priority Theme Detail Policy Aims and Objectives Plans Promoting convergence Sport and Healthy The Park will be a balanced place for community  Promote and deliver community sports and community Living and elite use, recreation, play and sports participation within the parkland and venues participation cont’d tourism.  Promote high performance sport within the sporting venues  Host a range of events from international to community sporting events  Facilitate the development of sports leaders, coaches, officials and volunteers  Design and operate the Park as a catalyst for Healthy Living Championing Equalities Equality and Inclusion The LLDC will work to deliver the highest  Create an accessible and inspiring new and Inclusion standards of Equality and Inclusion practice place which embeds the highest standards within the LLDC’s policies and plans, engaging of inclusive design as the Park is and communicating with a range of transformed and begins to open stakeholders.  Use procurement to maximise the positive opportunities the legacy development creates for the diverse communities of east London  Embody the change, setting the standard for our partners by delivering flagship internal projects to promote inclusion and recruit a diverse workforce  Deliver a lasting legacy from the Paralympic Games which promotes disability sport  Develop projects which foster cohesion and integration between the future residents of Queen Elizabeth Olympic Park and its neighbours

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Policies & Delivery Priority Theme Detail Policy Aims and Objectives Plans Championing Equalities Inclusive Design The Park will be an accessible and inspiring new  Acknowledge diversity and difference and and Inclusion cont’d Strategy and Inclusive place which welcomes and attracts diverse place people at the heart of the design Design Standards communities, to maximise positive opportunities process that the legacy development creates for the  Offer choice where a single design solution diverse and traditionally excluded communities cannot accommodate all users of east London.  Provide for flexibility in use  Create communities that offer plenty of services, facilities and open space, and  Provide buildings and environments that are convenient and enjoyable for everyone to use

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Policies & Delivery Priority Theme Detail Policy Aims and Objectives Plans Ensuring High Quality Your Sustainability Sustainability and environmental responsibility  Minimise overall water demand and Design and Guide to Queen are integral to the LLDC’s work and will increase efficiency through best practice, Environmental Elizabeth Olympic influence all of its activities. innovative technology, sensitive urban Sustainability Park 2030 This includes building emissions, renewable design and landscaping, and by tackling energy, water supply, events and venue local flooding and water course pollution management, supply chain and effective waste  Achieve zero carbon buildings in advance of management. government policy requirements and to aim for stringent reduction in emissions across all Development Corporation work streams  Identify, source, and use local, environmentally and socially responsible materials  Reduce waste production and increase waste stream recycling, ultimately sending zero waste to landfill  Facilitate the use of sustainable modes of transport to reduce emissions, and reduce the overall need for travel  Provide a variety of usable open spaces and protect wildlife habitat across the Park  Build on the work of the London 2012 Games to inspire behaviour that reinforces health, wellbeing, and sustainability

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Policies & Delivery Priority Theme Detail Policy Aims and Objectives Plans Ensuring High Quality Design Quality The LLDC vision is to create a unique and  Create a Global Destination Design and inspiring place for events, leisure, sport and  Link to the Greater London Region and Environmental culture, a hub for enterprise and innovation, and beyond Sustainability cont’d diverse sustainable communities.  Build Neighbourhoods inspired by London’s Heritage  Connect to east London’s Vibrant Communities  Secure a lasting Sports Legacy  Create jobs, skills, and enterprise  Ensure Sustainability

Queen Elizabeth Olympic Park – Park Management Plan January 2019

6 BIODIVERSITY ACTION PLAN

6.1 Background

Biodiversity conservation is now an essential part of the planning and land management process. This approach can be traced back to 1992, when the UK Government signed the UN Convention on Biological Diversity9 and established a Biodiversity Action Plan Steering Group. Subsequently the UK Biodiversity Partnership Standing Committee was established to support the UK Biodiversity Partnership in implementing the UK Biodiversity Action Plan. The work of the Standing Committee was devolved to country level. The national agenda is now being taken forward through ‘Biodiversity 2020: A strategy for England’s wildlife and ecosystem services’ published in 2011.

The UK Biodiversity Partnership compiled detailed descriptions of the UK's biological resources and prepared a detailed plan for their protection. More than 391 Species Action Plans, 45 Habitat Action Plans and 162 Local Biodiversity Action Plans have been produced by the various partners (see UK BAP website).10 These include BAPs for London, London Boroughs and the Lee Valley Regional Park.

The Olympic Park Biodiversity Action Plan (BAP)11, prepared in 2008, provided a framework to enable the planners, designers, builders and operators of Queen Elizabeth Olympic Park to maintain and enhance biodiversity, by identifying habitats and species of concern and setting targets for action. That document was based on and conforms with the overall vision and key principles agreed when the planning application for the Olympic Park was approved in 2007, that is that the establishment of the Park would bring about a net gain in biodiversity following the completion of Legacy Transformation in 2014.

The 2008 BAP set out a series of target habitats and locations as shown on Plan 7, below. The proposed target habitats and species, and proposals for monitoring to be taken forward in the 2014 - 2019 BAP (see section 6.2), are set out in Appendix 2. Records and data will be fed into regional and national databases, principally Greenspace Information for Greater London (GiGL), the National Biodiversity Network (NBN) and the Biodiversity Action Reporting Systems (BARs II) (closed November 2016).

The next update to the BAP (2019-2024) is currently in preparation by idverde.

9 http://www.cbd.int/ 10 http://www.ukbap.org.uk/ 11 http://www.london2012.com/documents/oda-publications/bap-final-feb09.pdf

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Plan 6: BAP Habitat Areas

6.2 2014 - 2019 Queen Elizabeth Olympic Park BAP

A second Queen Elizabeth Olympic Park BAP was issued in August 2013 and covers the period 2014 to 2019. It forms part of a two stage document spanning ten years, working towards designation of the park as a Site for Metropolitan Importance for Nature Conservation by 2024. The stated intention is to create at least 49.1 ha of BAP habitat (with a predicted total of 51.3 ha) within the whole Queen Elizabeth Olympic Park.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Table 4: BAP Habitat Targets for Queen Elizabeth Olympic Park in 2014

BAP Habitat Target (Olympic BAP) Park Total with LCS Built environment 0.40 3.32 Parks, squares and amenity 1.67 3.00 space Allotments 1.04 2.10 Brownfield habitats 5.05 4.20 Species-rich grassland 23.69 23.47 Trees and scrub 10.00 9.90 Wet woodland 0.90 0.90 Rivers and streams 0.27 0.30 Reed bed 1.80 1.60 Ponds 0.18 0.30 Total 45.00 49.09

The proposed approach for species conservation is to set targets within a third BAP which will cover the period 2019-2024. The species action plan to be prepared at that time will be agreed in consultation with stakeholders and will be informed by the species surveys undertaken. The list will build on that included in the 2008 BAP and may be supplemented by others including additional fish, birds and insects (including pollinators).

BAP Species ‘Aspirations’ List 2014 - 2019

 common lizard  grass snake  slow worm  common frog  common toad  smooth newt  European eel  salmon  pike  water vole  otter  bats  bees (brown banded-carder bee)  tumbling flower beetle  toadflax brocade moth  fungus beetle  flower beetle  ground bug (Stictopleurus abutilon)  ground bug (Stictopleurus punctonervosus)  black redstart  grey heron  house sparrow  kingfisher

Queen Elizabeth Olympic Park – Park Management Plan January 2019

 linnet  reed bunting  sand martin  song thrush  starling  swift  owls (tawny owl)  peregrine falcon

Details of the habitat action plan, species action plan and planned monitoring programmes are set out in the 2014 - 2019 BAP.

Biodiversity monitoring includes fixed point photography, habitat condition surveys (completed in 2014 and to be undertaken again in 2019), annual surveys for all the species in the Species ‘Aspiration’ Action Plan List and the production of a GIS inventory that shows the locations of all bird boxes, bat boxes, hibernacula, otter holts and other features.

Habitat and species surveys are undertaken annually. Habitat surveys will be extended Phase 1 habitat surveys following JNCC guidance (see http://www.jncc.gov.uk/page-2468), with evaluation using updated criteria as provided by the GLA. Species surveys will be undertaken according to groups (invertebrates, fish, reptiles and amphibians, birds, mammals) with the most recent published version of the appropriate standard methodologies used for each group as recommended by the appropriate expert organisation (e.g. Froglife, British Trust for Ornithology, Bat Conservation Trust, etc). Surveys will be devised and coordinated by suitably qualified and experienced specialists and methodologies will take account of the need for annual replication of surveys, for the purposes of developing a species action plan and measuring progress towards the targets.

BAP monitoring will inform the review of management prescriptions set out in the Park Management Plan.

Sand Martin Bank

Queen Elizabeth Olympic Park – Park Management Plan January 2019

PART 2 THE VISION

7 THE VISION

7.1 The Park Vision

The Vision for Queen Elizabeth Olympic Park (adopted from the LLDC Business Plan 2012/13 to 2014/15) is as follows:

‘The Queen Elizabeth Olympic Park will form the heart of one of the most ambitious regeneration programmes in Europe. The Park will form the core of a revived urban quarter, providing a unique and inspiring place for events and leisure activities, a major centre for sport and culture, new communities built around family housing with a range of affordability, and a commercial hub. It will be an exciting new home for business, leisure and life, bringing the best of London together in one place.

The Olympic Park estate has a unique endowment of infrastructure and natural amenities, providing a historic opportunity to create a new metropolitan centre in the heart of east London. The legacy plans build on combining tradition and innovation to create an exciting new district that integrates fully into east London, and promotes regeneration and convergence. The new district envisaged will provide:

 extensive family housing to create cohesive new neighbourhoods, based on the use of townhouses rather than high-rise developments  higher-density mixed-use development in key locations to link closely with the retail and commercial facilities offered in Stratford City  strong connections to east London’s communities, based on new bridges, roads, walking and cycling routes, and on programmes to maximise community integration with activity on site  a highly active network of waterways, parks and public spaces, combining natural heritage with active programming for sporting, cultural and other events  visitor attractions to form the basis of a growing visitor economy and to make the Olympic Park a compelling and popular destination  world-class venues linked into the public spaces, also benefitting from a highly programmed approach to events, encompassing everything from international competitions to grass-roots development projects  new workspaces, offering campus-style development in a unique parkland setting

These elements will blend together to create a unique identity for the Park in legacy, one based on maintaining high standards of design and management, in order to maximise leverage of private investment, accelerate regeneration and realise the ambitions of the Development Corporation’s stakeholders.’

Queen Elizabeth Olympic Park – Park Management Plan January 2019

7.2 The Park Management Vision

Drawn from the overall Park Vision, the Vision for the Management of Queen Elizabeth Olympic Park is:

‘To take forward the legacy of landscape design, horticultural excellence, beauty and quality, community participation, sustainability and nature conservation created for Games time. The energy of the Games Makers, one of the enduring successes of the Olympic Games, will be continued through ‘Park Champions’, representing all those involved and engaged in the management of and activities in Queen Elizabeth Olympic Park.’

Our Commitment:

Through the operation and management of the Park we will:

 ensure that the Park meets the dual needs of a local park for local communities and an iconic national and international destination  continue the legacy of horticultural excellence  conserve and enhance the biodiversity of the waterways and parklands  provide an exemplar in sustainable parks and open spaces management  contribute to and enhance the wider green infrastructure network across the capital and provide a model in the delivery of ecosystem services  ensure that opportunities are provided for all individuals to benefit through enjoyment, relaxation, employment, activities, sport, learning and training  ensure the Park is safe and accessible for all

7.3 Statement of Significance

Legacy

The Olympic Park was an integral part of the success of the Games and will always invoke memories of the Olympics. Queen Elizabeth Olympic Park lies at the heart of the Legacy, providing a catalyst for regeneration, change and growth extending into the surrounding Boroughs, and serving not only as a local and neighbourhood park but as a venue for national and international sporting, entertainment and cultural events.

Queen Elizabeth Olympic Park

Queen Elizabeth Olympic Park is perhaps the most significant and ambitious urban park created in Britain since Victorian times. It forms a significant link in the All London Green Grid, Blue Ribbon Network, and the Lee Valley Regional Park. The Park demonstrates innovation and the highest standards in landscape design, horticulture, biodiversity and parks and open space management.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Community

The Park provides a significant resource for local people and community organisations to get involved and benefit from the opportunities available through employment, education, training, sport and recreation. The range of activities and opportunities on offer and the diversity of groups and people brought into the Park are critical measures of the success of the Park as part of the Legacy.

Sustainability

All aspects of the Park are required to meet the highest standards of sustainability ranging from corporate management through park operations and events, to the treatment of waste. The standards achieved provide an exemplar in sustainable park management.

Wildlife and Habitat

The Park demonstrates the potential to deliver real and measurable contributions to biodiversity through habitat creation and management, and through the establishment of the Park as part of the London wide ecological network. The Park also provides many opportunities to combine education, play and volunteering with involvement in biodiversity.

Sport and Healthy Living

The Park and venues provide unparalleled access and opportunities for informal and organised sport at a community level combined with facilities for elite sport and regional and international meetings and events.

Park Significance Assessment

In 2019 LLDC will be commissioning a Park Significance Assessment. This document will provide a more in depth assessment of the Park significance in the context of the strategic value and importance of the Park to people and communities, against Historic England criteria, Natural Capital Accounting and socio economic value. This document will inform future updates of the PMP.

7.4 The Queen Elizabeth Olympic Park Strategic and Design Objectives

The proposals for the transformation of the Park were developed to deliver a set of 10 strategic objectives established by the Olympic Delivery Authority and taken forward by LLDC. These objectives have underpinned the project through games, transformation and legacy: 1 Celebrate the Games – provide the stage for an exceptional Olympic Games and Paralympics Games and remember them in Legacy

Queen Elizabeth Olympic Park – Park Management Plan January 2019

2 Be a Catalyst for Economic Development – generate increased land values, commercial opportunities and jobs within the parkland and in surrounding areas 3 Restore the Waterways – protect, enhance, restore, reveal and promote access and recreation within and along the existing waterways; make provision for flood-risk management, water storage and cleansing 4 Enhance Biodiversity – monitor, protect, enhance and create new wildlife habitats to deliver the Biodiversity Action Plan 5 Promote Culture and the Arts – stage formal and informal exhibitions and events of local, national and international significance 6 Build Community Cohesion – provide clean, green and safe settings for diverse existing and new communities to come together to celebrate their sense of identity and place 7 Encourage Healthy Living – promote both active and passive leisure, recreation and play for improved physical and mental health and wellbeing 8 Develop Skills and Education – establish formal and informal learning programmes around biodiversity, local history, the Olympics, building and green skills 9 Provide Connections – ensure easy, safe access to and from neighbouring residential areas and transport hubs, particularly east-west links across the Parklands, north-south links to the Lee Valley Regional Park and the River Thames, and wider links to the sub-regional East London Green Grid 10 Integrate Infrastructure – accommodate existing infrastructure, comprising roads, bridges, utilities and environmental systems to accentuate existing character and promote greater functionality of the park The design principles for the creation of the Park are to:  ‘create a new public park or series of parks for the local people of surrounding communities, serving not only as a local and neighbourhood park, but also as the setting for retained venues which will host national and international sporting, entertainment and cultural events  create a transformed network of green and blue spaces connecting the Lee Valley Regional Park to the north with canal and river routes to the River Thames in the south  provide access to a new active ‘green and blue lung’ for London which will reinvigorate the recreational and ecological role of the Lee Valley Regional Park  enhance biodiversity through the creation of parks and different categories of green spaces which include various habitat areas of ecological conservation  provide access to waterways and enhance the visitor experience through the creation of pedestrian and cycle routes to and along the waterways  provide the opportunity for green areas and corridors to be linked off-site via green networks adjacent to the site boundary

Queen Elizabeth Olympic Park – Park Management Plan January 2019

 establish key pedestrian movement routes that will help to define two park ‘hubs’: a broad, ‘picturesque’ park in the North Park and a more formal festival/ pleasure gardens in the South Park and  allow the transformation works themselves to become a living spectacle of regeneration by providing views of the works and information on schedules and aims.’12

7.5 The North Park Design Objectives

The design objectives for the North Park are described in ‘The Transformation Design and Access Statement for the Northern Parklands’. The overriding design objectives for the Northern Parklands are13:

 maximize access to the river  provide an opportunity for a large flexible parkland space, including opportunities for events  allow the language of sculpted landform, established for the Games-mode park, to be continued  allow denser woodland planting along the northern parkland boundary, provide 50% of the high speed cycle circuit within the parkland to the west of the Velodrome  extend the Park further east towards Waltham Forest

7.6 The South Park Design Objectives

The design and implementation of the South Park aims to deliver four strategic objectives as stated in ‘The South Park and Hub Stage D Design Report’.14 These are:

 invest in additional landscape to create beautiful, flexible places within the South Park  build an ambitious, innovative programme of cultural and recreational events and activities for all, that draws on the vibrancy of East London’s communities and the international quality of London’s larger cultural and institutional communities  bring in the best operators for attractions and places to eat and drink, as well as private entertainment for business professionals to maximise the return to the public purse while also creating a vibrant public destination  maximise the Olympic inheritance, especially by leveraging the ArcelorMittal Orbit as a high capacity, permanent operating asset and ensuring that the opportunity of Westfield and its 20 million plus annual visitors is fully realised.

12 New Northern Parklands Design and Access Statement update ( November 2011) 13 New Northern Parklands Design and Access Statement Update ( November 2011) 14 The South Park and Hub Stage D Design Report’(July 2012)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

7.7 Park Design Guide 2018

In 2018 LLDC published the Park Design Guide. The Design Guide sets out the standards and design principles to be adopted by designers, developers and managers working on projects in the park and the wider LLDC Estate. The Design Guide cross references the PMP. The Design Guide includes Strategic Guidance and Design Principles which draw on the original 10 design objectives. The Design Guide also includes a full palette of materials and finishes for each Character Area of the Park. It is anticipated that the next full update of the PMP will include a reduced Schedule of furniture, materials and finishes (see Appendices) and will cross reference the Design Guide, to avoid duplication.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

8 THE MANAGEMENT STRATEGY

LLDC's emerging and overarching Estate Management Strategy is critical to the LCS vision for creating an outstanding example of a new community in east London, and for delivering a successful Park in line with the Vision set out in section 7. By retaining its freehold interest and disposing of land through long leasehold arrangements, LLDC is able to control design and management quality standards over a phased and multiple developer scheme. This will enable LLDC to secure a revenue stream in the form of an estate charge to help pay for the management and maintenance of the Park.

In this regard LLDC will put in place a robust estate management structure which allows a shared and consistent management regime across the whole estate, and ensures that the shared vision for the Park, including future legacy development, is not diluted.

Within this overall estate management strategy, the Park Management Plan relates specifically to Queen Elizabeth Olympic Park and, as noted above, sets out an overarching framework of management principles and standards. This framework is based on the strategies, policies, vision and designs described above and, in addition, on a series of specific principles which have been developed to guide the Park’s management.

These principles are detailed in the following paragraphs.

8.1 Working with Partners

LLDC will continue to work with partner organisations, principally LVRPA, Canal & River Trust and the Boroughs, in order to deliver a consistent approach and complementary management regimes and standards across the LLDC Estate to ensure a consistent visitor experience throughout the Park.

8.2 The Park Community

The local community will be informed and involved in Park management. Opportunities for engagement and involvement in park management and maintenance will be provided through two principal bodies, ‘Our Parklife’ and the Park Panel.

‘Our Parklife’ was launched in 2014 and is working with the LLDC Community Engagement Officer in developing initiatives and opportunities. In particular, ‘Our Parklife’ seeks to improve the social, economic and environmental well-being of residents across the Park and neighbouring Boroughs by:

 providing opportunities in the Park for employment and training, improving skills and knowledge and encouraging entrepreneurship, innovation and business skills  providing opportunities within the operation of the Company’s founding members across London, for employment and training and improving skills and knowledge

Queen Elizabeth Olympic Park – Park Management Plan January 2019

 providing opportunities in the Park for new and existing residents to meet and mix, promoting cohesion and inclusion, and  providing opportunities in the Park for local people to volunteer, to learn about environmental sustainability and to undertake initiatives in their own neighbourhoods, and providing educational opportunities for schools and young people

Volunteers will be encouraged to register as ‘Park Champions’ continuing the success of the ‘Games makers’.

The Park Panel was launched in early summer 2014 and comprises 20 to 30 members drawn from local organisations actively involved in the Park. The full remit of the Park Panel is described in section 16.1.

8.3 Green Flag

Attaining and retaining Green Flag status is an important aspiration for Queen Elizabeth Olympic Park. An application for Green Flag was successfully submitted in 2014. A Green Flag Action Plan was developed over the phased preparation of the 2014 Park Management Plan and demonstrated how the park progressed towards Green Flag status. The Park has held Green Flag status since 2014.

8.4 Maintaining High Standards and Performance

Queen Elizabeth Olympic Park will be managed to the standards and performance requirements set out in the Park Management Plan, LLDC Policy Documents and the EFM Service Level Standards and supporting specifications. LVRPA landholdings will be managed within their grounds maintenance contract specifications which will work in harmony with the LLDC EFM specification.

8.5 Character and Views

This Park Management Plan, and the design reports submitted in support of the creation of the Park, describe the design intentions and overall character of the Park. Operation and Management of the Park will deliver and retain these overall guiding principles.

In particular, views are an important element of the overall Park design concept and contribute significantly to public enjoyment of the Park. The key strategic views within the Park are illustrated on Plan 7.

8.6 Conserving Heritage and Archaeology

The industrial and natural heritage of the Park will be demonstrated through interpretation and a wide range of activities and events. The LLDC will work with local conservation and heritage groups and build on information on the heritage of the Lea Valley and surrounding area.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Plan 7: North and South Park Strategic Views

Queen Elizabeth Olympic Park – Park Management Plan January 2019

8.7 Sustainability

The Park is managed and operated in a manner which seeks to deliver the highest standards in sustainability and waste management. This will extend to wider issues of social equality, economic growth and prosperity. The Park will lead the way in demonstrating and delivering sustainable living, influencing development and activities in the local neighbourhood and across the country.

8.8 Biodiversity

The creation and management of targeted wildlife habitat, which has underpinned the overall design concept for both Olympic Park and Queen Elizabeth Olympic Park, is described in the Biodiversity Action Plan 2014 to 2019. Habitats and species are monitored, and management adapted to enhance the quality and range of habitats and the diversity of flora and fauna across the Park. Management is co-ordinated with partners and neighbours to ensure the Park contributes to wider ecological networks such as the Blue Ribbon. Queen Elizabeth Olympic Park will demonstrate the benefits of ecosystem services to the wider community through activities, interpretation and events.

8.9 Water Management and Conservation

The Park is operated and managed in order to minimise overall water demand and increase efficiency through best practice, innovative technology, sensitive urban and landscape design and management and by tackling issues such as local flooding, flood risk management and water course pollution.

8.10 Energy Conservation and Carbon Reduction

The Park is operated and managed in order to reduce operational emissions, use energy efficient maintenance equipment and provide low carbon infrastructure such as lighting across the Park.

8.11 Waste Management and Recycling

LLDC works with the EFM Contractor to meet commitments to provide for the efficient and sustainable management of waste associated with all aspects of the operation, management and use of the Park.

8.12 Adaptation to Climate Change

The operation and management of the Park is monitored continually to ensure that all decisions take account of the long term implications of climate change including the management of resources, maintenance practices and the Park visitor experience.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

8.13 Access and Inclusion

The LLDC anticipates that the Park could attract up to 5 million visitors per year by 201615. The operation and management of the Park aims to ensure that all visitors to the Park are informed and able to enjoy and benefit from the Park and facilities and activities on offer. The five principles to deliver inclusivity through design are set out in the LLDC Inclusive Design Strategy:

 ‘acknowledge diversity and difference and place people at the heart of the design process  offer choice where a single design solution cannot accommodate all users  provide for flexibility in use  create communities that offer plenty of services, facilities and open space and  provide buildings and environments that are convenient and enjoyable for everyone to use’

LLDC has launched a Mobility Scheme for the Park.

8.14 Safety and Security

The Park will provide ‘a safe and secure environment for all who visit, live or work within Queen Elizabeth Olympic Park’ 16 . Through implementation of the Park Management Plan in association with the Park Security Plan and Health and Safety Strategy, LLDC will ‘deliver operational measures and procedures to mitigate unlawful activity, anti-social behaviours and deter terrorism, both within the LLDC & Park environment, and in partnership with other local stakeholders in the surrounding area.’

8.15 Events and Activities

Queen Elizabeth Olympic Park is London’s newest destination at the heart of one of the most ambitious regeneration programmes in Europe. The Park is helping to drive the continuing transformation of east London. Offering 250 acres of landscaped open space, world class sporting venues, visitor attractions, waterways, with over hundreds of hotel rooms just a short walk away, the Park is a major London destination.

Since the Park opened we have received over 22.5 million visitors, all making use of the Park for festivals, events, state-of-the-art venues and to enjoy the parklands and playgrounds. The Park has hosted hundreds of events and commercial filming/photography opportunities since 2013, channelling the energy, passion, diverse local heritage and creative ingenuity of east London and involving two million participants and audiences. The events range from small scale local community activities through to the annual mass participations such as Ride London, Great Newham London Run. The parklands also host small scale concerts and in 2016 we hosted the Make the Future Festival which included the Shell Eco Marathon. In

15 LLDC Events Management co-ordination Framework 16 LLDC Security Plan

Queen Elizabeth Olympic Park – Park Management Plan January 2019

addition ‘Active People Active Park’ programme delivers a year round programme with 50 local partners delivering multi-generational sports and healthy living activities.

The Events Management Co-ordination Framework sets out an ambitious programme to attract audiences from around the UK and overseas, but at its heart is the principal that the Park ‘will continue to enrich the lives of local residents’.

The Park Events Application Pack and Site Rules17 can be downloaded from the Park website and includes a specific guidance document on sustainability and reducing the impact of events, as well as core Site guidelines. Specifically the Events Application Pack addresses:

 pedestrian and vehicular access routes to and from the event, to be agreed prior to the event taking place, and temporary protective measures implemented as required  capacities to be agreed prior to the event taking place  the locations and area for events (including access routes), to be agreed and clearly defined prior to any event taking place  an assessment of the potential impacts of the event on hard and soft landscape features and biodiversity, to include the effects of lighting where used and to be undertaken prior to the event taking place  condition surveys, to be undertaken by LLDC and the event organiser before and after the event  bonds for larger events, which may be negotiated with events organisers to cover the cost of any remedial works

This Park Management Plan includes an Events Impact Assessment and Mitigation Plan (EIAMP) which has been adapted from the 2013 and 2014 Events Programme Environmental Statements (see Appendix 3). The EIAMP provides further detail on best practice in relation to:

 tree protection in accordance with the guidance set out in BS5837 Trees in Relation to Construction (2012 and subsequent revisions)  protection of grassed areas where vehicular access is required during major events such as concerts  temporary fencing of landscape areas and habitats to prevent trampling during events  re-instatement of damage to hard and soft landscape features, furniture and other structures and lighting and recommends that re-instatement works are implemented by the EFM Contractor at the expense of the event partner  protected species and habitat protection  use of interpretation to inform and educate visitors of the need for protection  procedures for the collection and management of waste and litter, to include wind-blown litter floating in water courses, to be consistent with LLDC/EFM operational requirements

17 http://queenelizabetholympicpark.co.uk/work-with-us/stage-an-event

Queen Elizabeth Olympic Park – Park Management Plan January 2019

 management of any land within the defined events area to be consistent with the prescriptions set out in the Park Management Plan

On-going monitoring associated with the BAP, the Park Management Plan and through the EFM Contract will also inform decisions on the level of use and the protection of landscape and habitats during events.

There are specific time and noise constraints on regular events and formally organised activities in the South Park Plaza as the principal events area. These are also detailed in Appendix 3.

8.16 Marketing

LLDC will continue to create a strong image and brand for Queen Elizabeth Olympic Park through use of a wide range of media. Marketing will promote the Park at a range of levels: as an iconic destination, an opportunity for commercial and capital investment, and as a local park to develop the strong sense of local ownership, which is so critical to the legacy.

8.17 Development Platforms and Interim Uses

The Interim Uses Strategy ‘Vacancy to Vibrancy’ seeks to deliver a hierarchy of uses, to adopt a ‘best fit’ approach to interim uses across the Legacy Communities Scheme, and to set out the Business Case for delivery. The long term aim is to re-coup the public investment in the creation of Queen Elizabeth Olympic Park through the commercial development of the platforms. In the short term, plots will be let on short leases to operators or partners who can deliver both a balance of uses which reflect the overall Park Vision and a balance of commercial opportunities with local community led schemes, as well as provide vibrant and lively activities which complement those being offered within Queen Elizabeth Olympic Park. For local community led schemes, LLDC will, by agreement, assist and provide support to the partner organisation in relation to operation and management.

8.18 Monitoring and Review

Informed monitoring and review will underpin the implementation of the Park Management Plan and all aspects of park operation and management. The Park landscape is not static and monitoring and review will inform decisions taken to modify management in order to reflect changing circumstances, such as plant disease or drought, and to adapt to the changing ecology. Reporting and monitoring will be delivered through the Estate Environmental Management System (see Section 9.5) and the EFM Contract management process (see Part 8).

Queen Elizabeth Olympic Park – Park Management Plan January 2019

PART 3 GOVERNANCE AND MANAGEMENT

9 PARK GOVERNANCE

9.1 The Park Governance Structure

Queen Elizabeth Olympic Park is managed by LLDC and falls under the overall governance of the LLDC Board and Executive Management Team.

Figure 2: LLDC Board

LLDC Board

Executive Management Team Chair: Chief Executive Officer

Executive Director Development Deputy Chief Executive - Finance, Commercial and Corporate Services

Executive Director Regeneration Director Communications, and Community Partnerships Marketing and Strategy

Executive Director Construction Executive Director Park Operations and Venues

Director of HR

Director of Planning

As described in Section 4.4 of this Management Plan, the LLDC Estate is large and complex. Co-ordination of operations and management with partners such as LVRPA and Canal & River Trust, with the neighbouring Boroughs and other landowners was delivered at a strategic and senior level during transformation through the Park Operational Forum. At an operational and management level, the Park Operations and Venues Team co-ordinate operations and activities and delivers management across the LLDC Estate.

At a local, community level the Park Panel was launched in 2014. The full remit for the Panel is described in Section 16.1, but is primarily to provide a representative body of

Queen Elizabeth Olympic Park – Park Management Plan January 2019

local community organisations to work with LLDC in the delivery of the LLDC vision for the Park. The Executive Director chairs the Panel, which meets regularly.

An Estate Forum has also been established as a co-ordinating body for major developers and tenants on the Park, and is also chaired by the Executive Director. A sustainable and active travel group has also been established

Responsibility for post-Transformation operation and management of Queen Elizabeth Olympic Park and the Venues lies with the Executive Director, Park Operations and Venues. The LLDC Park Operational Management Structure is shown on Figure 3.

Figure 3: LLDC Park Operational Venues Structure

LLDC have adopted an Operations and Venues Directorate Business Continuity Plan (Updated October 2016) which sets out the procedures and staff responsibilities in order to; recover and continue service of prioritised activities due to a disruptive event or incident that affects park operations and venues such as (but not restricted to) man made or natural disasters, transportation incidents, severe weather, and crime or terrorism.

A Park Manager was appointed by LLDC on 1 September 2014. The LLDC Park Manager has responsibility for implementation of the Park Management Plan and for day to day for management and maintenance of public realm and parklands, working closely with the EFM Contractor.

Park Operations and Services are delivered by the EFM Contractor, currently Engie Services Limited, and further details are provided in Section 9.2. The following

Queen Elizabeth Olympic Park – Park Management Plan January 2019

organogram provides an overview of the link between the overall Governance structure for the Queen Elizabeth Olympic Park, the LLDC Park Operational Management Team and the EFM Contractor (Figure 4).

Figure 4: Park Operational Management Structure

LLDC Board

LLDC Executive Management Team

LLDC Parks

EFM Contract Team Operations and Venues

‘Our Parklife’

9.2 Estate Facilities Management Structure

The appointed EFM Contractor for the period 2014 to 2024 is Engie Services Limited.

The Engie EFM Partnership comprises the following:

Engie Services Limited Buildings and Facilities Management Structures, Highways and Hard Landscape, Bridges, Multi-storey Car Park ArcelorMittal Orbit, Partner in Our Parklife CIC.

idverde Hard and soft Landscape and Horticulture, Furniture, Cleansing and Waste Management, Partners in ‘Our Parklife’.

Greenwich Leisure Ltd Venue Operation

Groundwork London Partners in ‘Our Parklife’

Renaisi Partners in ‘Our Parklife’

The Engie Management Structure for Queen Elizabeth Olympic Park, under the EFM Contract, is shown on the organogram overleaf (Figure 5).

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Figure 5: Engie and idverde Park Management Structure

The Management Team

Partnership Director

idverde Contract Hard Service Soft Service Administration Our Parklife Security Manager SHEQ Manager Manager Manager Manager Manager Manager

Volunteer Manager

Queen Elizabeth Olympic Park – Park Management Plan January 2019

The following key posts are supplied through the EFM Contract specifically for the landscape management of Queen Elizabeth Olympic Park:

Operations Manager: responsible for overall co-ordination and delivery of horticultural, cleansing, waste management and waterways management, and Biodiversity Action Plan services of the EFM Contract

North and South Park Team Leaders: responsible for day to day co-ordination and delivery of horticultural, cleansing, waste management and waterways management, and Biodiversity Action Plan services

Conservation Manager: responsible for day to day implementation of the Biodiversity Action Plan, including habitat and species monitoring

Tree Consultant: responsible for day to day tree and woodland management

Head Gardener: providing specialist advice and supervision of horticultural maintenance

Waterways Supervisor: responsible for day to day implementation of waterways management

Contract Manager: responsible for the day to day delivery of the contract having daily interaction with all members of the teams, liaising with Head Gardeners/ Supervisors and Team Leaders to ensure that the Park is looking at its very best daily. Point of contact for all clients to ensure the client’s needs and requirements are fulfilled.

Cleaning Supervisor: responsible for day to day implementation of the cleansing and waste management of the Park.

Irrigation Supervisor: responsible for day to day implementation, installation and maintenance of the irrigation of the Park

Grass and Extra Works Supervisor: responsible for day to day fine turf operations as well as the extra works.

idverde’s current Operational Structure is shown in Figure 6.

The Operational Structure establishes a strong skills base for the day to day operation and maintenance of the Park. The key specialist posts work with the LLDC Park Manager in the implementation of the prescriptions set out in this PMP. Skills training and apprenticeships are also built into the EFM contract, as described in Section 9.3.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Figure 6: idverde Operational Structure

Regional Operations Director

Regional Director of Parks Administrator Management

Landscape Fundraising Architect Assistant Operations Manager (FTE 0.5) (FTE 0.5)

Conservation Contract Manager Manager

Contract Fitter Administrator (FTE 0.5)

Supervisor - Supervisor - Supervisor – Supervisor – Grass Head Gardener Tree Consultant Cleansing Waterways Irrigation and Extra Works

FTE 17x Perm 4 x Perm 2 x Perm 4 x Perm 2 x Perm 3 x Perm

Seasonal (FTE 1)

9.3 EFM Community Commitments and ‘Our Parklife’

Community benefits are firmly embedded within the EFM Contract. The EFM Contractor is required to meet the following targets:  ‘175 jobs to be created with 85% for host Borough residents (150 jobs)  targets for employment created to be filled by those with disabilities (7%), women (42%) or from a black and ethnic minority background (BAME) (35%)  every employee to be paid London Living Wage as a minimum  over 1,000 volunteering opportunities to be created per annum  50 apprenticeship spaces to be created throughout the contract with 80% moving to long-term employment  80% of available supply contracts to be taken by SMEs, with 25 person days training provided18’

18 LLDC Socio-Economic Policy Jan 2012

Queen Elizabeth Olympic Park – Park Management Plan January 2019

In part this will be delivered by:  ‘committing to working with Local Labour Schemes and employment services within the Host Boroughs  setting up of the Community Interest Company (‘Our Parklife’) to deliver an intermediate labour market and associated recruitment and training activity’

‘Our Parklife’ is a social enterprise that enables Engie and idverde to undertake a range of functions to maximise community involvement and equality of opportunity throughout its operations. This is done in line with key priority themes linked to equality and inclusion, socio-economic policy, sustainability and community engagement (see also Sections 8.2 and 16).

9.4 Park Headquarters and Depot

The main Park Operations and Management Headquarters are located at Sweetwater (see Plan 6). These facilities are temporary and LLDC will create a permanent solution in due course.

The Park Headquarters is a key element of the Park and is essential for day to day operations. It houses a number of services, and EFM Contract staff, including:

 a Park Operations office providing the operational and event management capacity for managing the Park on a day to day basis  facilities for staff welfare including staff canteen, rest rooms, showers, toilets and changing facilities for approximately 100 staff  an event management space to provide an operational hub for managing events and briefing event stewards  a security facility for the monitoring of the Park and contact and co-ordination of emergency services  secure storage space for security equipment  main Equipment Room and Secondary Equipment Rooms to house communications equipment and servers to act as the primary data network hub for operations across the Park

A secondary site at Pudding Mill Lane is used to accommodate the waste compound, enabling the efficient and sustainable processing of waste.

9.5 Environmental Management System

LLDC operates an Environmental Management System (EMS) which complies with ISO 14001. The EMS provides the principal reporting and administrative mechanism for the delivery of the operation, management and monitoring of the Park, as well as other aspects of LLDC’s work.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

The EMS is structured to have ‘core’ Common Policies and Procedures to govern the system which include:

 Environmental Policy  Regulatory Procedures  Environmental Targets and Monitoring  Corporate Objectives and Targets  Information and Records Management Policy  Site wide Emergency Response and Preparation  Non-conformance, Preventative and Corrective Action  Internal Audit Procedures  Management Review

In addition to these core elements, individual Business Units will have elements relevant to their core business activity in relation to standards and other targets such as monitoring and review, and training and awareness.

Park Operations and Venues will operate their own EMS as part of the overall LLDC system.

LLDC also operates a Sustainable Event Management System which complies with ISO 20121. The system operates in the management of events set up, and monitoring delivery of sustainability objectives and measuring performance.

9.6 The Lee Valley Regional Park Authority

The VeloPark and Lee Valley Hockey and Tennis Centres are operated and managed by the LVRPA. The governance and management structures for LVRPA, maintenance procurement, facilities operation and management of associated parkland are described in the Management Plan for these facilities which has been prepared by LVRPA.

LLDC and LVRPA continue to work closely to ensure clarity in management and maintenance responsibilities and consistency in approach to management and operation across the whole of Queen Elizabeth Olympic Park.

9.7 Waterway Management – Roles and Responsibilities

Approximately 6 km of canals & rivers within the Queen Elizabeth Olympic Boundary are owned by the Canal & River Trust. Specifically, these waterways are Old River Lea, Waterworks River, City Mill River and Bow Back River.

The Canal & River Trust own part of the waterway network within the Park, however, LLDC has entered into an arrangement whereby LLDC maintains the waterways on behalf of the Canal & River Trust.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Part of the River Lea through the North Park lies outside of Canal & River Trust’s ownership. This section of river has shared ownership between LLDC (western bank) and LRVPA (eastern bank).

The canal and river towpaths owned by Canal & River Trust in and around the Queen Elizabeth Olympic Park are permissive paths. They are promoted as shared use greenway routes to accommodate walking, cycling, jogging, fishing and boating access. Canal & River Trust has developed a new considerate towpath campaign called ‘Share the Space, Drop the Pace’. LLDC supports the principles contained in the Code of Conduct associated with this campaign (see also Section 15.4 and Appendix 9).

LLDC has prepared a Navigation and Mooring Management Plan. This document guides management and activities on the waterways and will be incorporated as an Appendix to the Park Management Plan on completion.

9.8 Park Budget

Capital and Programme Budgets for Park Operations are stated in the latest LLDC Business Plan.

The planning condition requires that details of funding are set out. It should be noted that the condition was imposed in 2007, in the absence of a legacy client. Since then OPLC, then LLDC, has been established to work alongside LVRPA to secure the long term legacy of the retained parkland and venues, continue spreading regeneration benefits and to deliver the long term residential and commercial development through the LCS. As a public body responsible for this public asset, the LLDC has a duty to deliver on its objectives of which this Park Management Plan forms a part. Unless the Government or the Mayor of London amends the purpose of the LLDC, the delivery of the Park Management Plan is secure in perpetuity.

9.9 Venue Management

The partners for the operation and management of the Park Venues and other facilities, together with opening dates, are shown on Table 5.

Table 5: Venue and Facilities Operators

Venue Operator Opening Date Copper Box Arena GLL July 2013 North Park Hub café – Timber Lodge Camden Society July 2013 VeloPark LVRPA March 2014 Lee Valley Hockey and Tennis Centres LVRPA May 2014 Aquatics Centre GLL March 2014 ArcelorMittal Orbit Engie April 2014 South Park Hub Engie April 2014 Stadium LLDC/LBN 2016 (E20)SPV and LS185

Queen Elizabeth Olympic Park – Park Management Plan January 2019

The stadium is to be operated by a Special Purpose Vehicle (SPV) in the form of a partnership between LLDC and the London Borough of Newham, called E20. London Stadium 185 is the contractor that manages events in the Stadium.

9.10 Park Byelaws

LLDC does not have the power to make Byelaws or Dog Control Orders (DCOs). The Byelaws which operate within the Park are those of the London Borough in which each part of the Park lies.

A Security Forum (see also 9.11 below) has been established, with neighbours and landowners, to share LLDC's Security Strategy and to provide clarity on the enforcement of Byelaws, in accordance with the following:

 the enforcement of Byelaws is a strand within the LLDC Security Strategy  LLDC Security Staff will monitor anti-social activity and undertake intelligence gathering exercises to identify hot spots where anti-social activities are taking place

9.11 Policing and Security

The approach to the management of Park security and any respective policing is established by The Park Security Strategy and Plan. The plan sets out the approach to the assessment of security threats, procedures to minimise risk, CCTV monitoring and security staffing across the Park.

The Park EFM Contractor provides a 24 hour Park Security Team to ensure security for the Park. The Security Team reports to the LLDC Head of Security and Park Safety Officer. The structure of the Park Security Team is illustrated in Figure 7, below.

Security within the respective venues is the responsibility of the Venue Operator. There is an interface between Venue and Park Security, in particular in relation to major events within the Venues and any of the Park events spaces.

In relation to the stadium, policing and security on the whole stadium island together with the key ingress and egress walking routes is the direct responsibility of the venue operator. The operator is also responsible for the cost of any policing and security of crowds passing through the Park to the venue.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Figure 7: Park Security Team

Head of Security & Park Safety Officer (LLDC)

Security Operations Manager X 1 Crowd Management (Engie)

Intelligence 1 Car Park Manager X 1 Supervisor and 2 Operatives (Engie)

Duty Security Manager X 2 (Engie)

Control Room Supervisor X 4 (Engie) Security Officers CCTV Officers X 2 X 24 (in 24 hours) and 2 Ground Supervisors (Engie) (Engie)

LLDC respects the rights of individuals to assemble for rallies and demonstrations and religious and political gatherings. In certain circumstances approval may be given for assemblies within the Park. Requests will be considered provided:

 the date is available and does not conflict with other major events or activities in the Park  there is no risk of public disorder  there is no entertainment involved  assembly organisers agree to comply with any conditions imposed by LLDC and relevant authorities, including the neighbouring Boroughs

9.12 Events Management

The strategy for the organisation and management of events across the Park is set out in the Event Management Coordination Framework and ‘The Stage is Yours’, the LLDC Events and Programming Strategy. Major events within the Park will be programmed, co-ordinated and managed by the Park Programming Co-ordination Group, with a membership drawn from LLDC, the Boroughs, Venue Operators and

Queen Elizabeth Olympic Park – Park Management Plan January 2019

other organisations. The principles underpinning the events framework strategy are to provide an events programme that is:

 Ambitious (not understated) aiming to create a fantastic Park with a compelling range of events including unique ‘hallmark’ events which are driven by the unique assets and circumstances of the Park and not available elsewhere  Diverse (not uniform): ensuring there is a range of events across the Park’s available spaces, supporting diverse users and usages  Evolution (not revolution): responding to the different communities coming into the space and developing as the Park develops  Inclusive (not exclusive): programming and showcasing work with and for all of East London’s diverse communities  Connected (not closed): connecting neighbourhoods and communities across the LLDC area, both new and established. These connections are both physical – through travel and transport – and social: bringing people together  Creative: the Park will be a place where East London’s creative talent is nurtured, developed and showcased on the ‘ladder of opportunity’ offered by the Park’s range of events (from community level to world class)  Sustainable: being a beacon of best practice for environmental sustainability, while investing back into the Park and ensuring a long-lasting legacy for everyone involved in the Events programme’

For events at the venues, the venue operators will be responsible for administration, organisation, ticketing and security within the venue, and for those external areas associated with the venue. The venue operator/event partner will also be required to fund the stewardship for crowds passing through the Park, where this involves the Park EFM Security Teams.

LLDC will continue to work with events partners in the organisation of major events.

Events licencing is overseen by the Safety Advisory Group. Event Licences are issued by the Boroughs on advice from the Joint Local Authority Regulatory Services. All events licences include provision for the protection and, if necessary, re-instatement of damage to the park infrastructure caused by the event, and ensure litter and waste is collected and recycled in accordance with the Sustainability Guide and Park Operational procedure. Detailed obligations will be drawn up as part of individual licences but will address the principles set out in Section 8.15 and the Events Impact Assessment and Mitigation Plan included in Appendix 3.

Any policing or security required for events is planned and co-ordinated by the Park Safety Officer working with LLDC Events, Park Operations and the Park Safety and Security Contractor (see Section 9.11).

Queen Elizabeth Olympic Park – Park Management Plan January 2019

PART 4 THE PARK ESTATE

10 PHYSICAL DESCRIPTION

10.1 Topography

Queen Elizabeth Olympic Park occupies just over 100 hectares within the flood plain of the Lea Valley. The Hackney Marshes lie up river to the north west while the urban areas of Leyton, Stratford, Bow and Hackney border the site to the north east, south east, south west and west, respectively.

The River Lea flows through the Park, reaching the Thames approximately 3 km to the south, between Canning Town and Blackwall. The River Lee Navigation flows adjacent to the western park boundary and two distributaries - Waterworks River and City Mill River - subdivide the Southern Park, creating Stadium Island and the linear area which now centres on the ArcelorMittal Orbit. Prior to the creation of the Park, the waterways were heavily engineered and inaccessible. The river bank gradients were significantly reduced and softened and the width of the river corridor expanded in the northern areas, as part of the creation of the Games time Olympic Park.

The North Park comprises a dramatic mix of plateaux and river valleys with significant views from both plateau tops and from the bridges which provide east/west connections across this linear parkland.

The South Park comprises a more gentle and extensive landscape, threaded by the network of rivers and canals and creating a 21st century pleasure garden and setting for the Games’ architectural legacy of the Olympic Stadium, Aquatics Centre and ArcelorMittal Orbit.

10.2 Geology

At the end of the last Ice Age (approximately 12,000 years ago) the flood plain of the River Lea was formed by glacial melt waters19 over which layers of river alluvium have subsequently been deposited.

10.3 Soils and Contamination Issues20

The site’s historical uses for industry and transport created significant ground and soil contamination including physical contamination (for instance glass content), chemical contamination (including hydrocarbons, heavy metals and asbestos) and biological contamination (such as the presence of Japanese knotweed).

Site wide remediation was required to create Olympic Park, therefore, and although some site soils were washed and processed for re-use as civil engineering materials

19 London2012.com/learning legacy ‘The evolving landscape of the Olympic Park’ October 2011 20 London2012.com/learninglegacy, ‘Olympic Park Soil Strategy’ October 2011

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(e.g. for the core of some land forms), all landscape soils and growing media were imported.

The remediation strategy included the use of a horizontal, orange geogrid placed over the final landform grade, with sub and topsoils imported and spread as a ‘Human Health Layer’. Sub and top soil depths were generally to a total depth of 800 mm with some exceptions including a depth of 2m in allotment areas.

Seven soil types were created to meet the varying circumstances dictated by landscape and ecology design, remediation strategy, programme constraints, drainage strategy and sustainability.

Table 6: Soil types

Soil type Planting environment Main soil properties/characteristics Landscape All soft landscape Water attenuation general purpose environments Drainage of surplus water anchorage for subsoil enabling larger plants works subsoil Resistant to compaction Workable at high moisture contents High sand content Multipurpose Woodland planting, shrub Moderate drainage rate topsoil and groundcover planting Sandy soils (fine to medium) Feature (annual) Moderate to high fertility status meadows High organic matter content London 2012 Gardens Low lime content Moisture Wooded gullies High moisture retention to maintain damp retentive topsoil conditions most of the year Ability to maintain adequate soil structure Clay based soil with strong structure and self repair mechanism (shrink/swell) River edges and Riparian wetland Simulate existing alluvial soils wet woodland Wet woodland Moderate organic matter content topsoil Moderate fertility Medium soil texture Low nutrient Perennial species-rich Low fertility to encourage diversity topsoil grassland meadow High organic matter and total (organic) nitrogen Sandy texture High Lawns High level wear and tear permeability turf High performance turf soil Compaction resistant root zone High sand content with narrow PSD High infiltration and permeability Good reserves of organic matter for moisture and nutrient retention Slow release nutrients to reduce reliance on chemical fertilisers

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Soil type Planting environment Main soil properties/characteristics Structural tree Trees in paved areas Growing medium for tree roots soil and tree Pavement sub-base sand Specialist root zones to maintain sufficient porosity to provide conditions for plant growth Appropriate geotechnical properties

10.4 Water Control and Flood Risk Management

Water control and flood risk management in the Queen Elizabeth Olympic Park is critical to its success, whether by maintaining the optimum level for marginal vegetation and biodiversity or creating a setting for new homes, schools and businesses.

Flood control and maintaining ‘clean and biodiverse’ waterways is achieved by maintaining and operating a wide range of locks, sluices and flood control gates such as Three Mills Lock, Lea Bridge Weir and Carpenters Road Lock. Canal & River Trust owns and manages these structures and operates them in strict accordance with the Trust’s own mandatory operating and safety instructions and in close cooperation with the Environment Agency. Regular inspections and maintenance of these structures, and periodic clearing and dredging of the river silts (particularly around surface water outfalls), is essential to ensure fully functional and safe waterway corridors.

Water levels in the River Lea through the Park are influenced by water draining through the large upstream catchment (most of northeast London, Hertfordshire and Luton) and the tidal cycle. The River Lea and Waterworks River are the main routes for flood flows. Normal, day-to-day levels in this main flow route are maintained at 2.3 - 2.4m AOD by Three Mills Lock. At every high tide, the flood gates at Three Mills Lock rise to exclude the tide, causing fluvial waters behind the flood gates to be stored. On average, this raises the water level through the Park by 300-500mm.

During periods of higher flow in the River Lea, water levels through the Park can change quite significantly, particularly during periods of spring tides. Flooding of the Park’s riverside paths can occur during these higher flow periods, as happened in April and June 2012. It should be noted that these flows were considered to be in the region of a 1 in 2 year event, or 50% chance of occurrence in any year i.e. a small flood event. The Phase 1 riverside paths are at a level of 4m AOD and flood flows in the River Lea in excess of this 1 in 2 year event will inundate the riverside paths with deep and fast flowing water. For example, in a 1 in a 100 event (1% chance of occurrence in any year), the paths will be under 1.8m of flood water.

The Flood risk model for the River Lea was updated by the EA in 2015. This updated model is used to test the impact of various structures on flood risk and produce new flood maps for the LLDC planning area. This model will also be used to update Park related data. Should any land within Queen Elizabeth Olympic Park be altered in any way, reference will be made to the LLDC flood risk model in order to produce a Flood

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Risk Assessment (FRA) prior to any works being undertaken. The FRA would need to be approved by the Planning Authority and Environment Agency and may form part of a planning application.

The EA operates a flood warning service for the River Lea that includes the Park as part of the wider Stratford area. LLDC subscribes to this service.

Alerts and warnings are based on property in the wider area at risk of flooding, rather than based on water levels in the Park. This may mean that warnings are not issued every time there is a minor inundation in the Park itself. For example, flooding of the riverside paths on the Park occurred in April and June 2012, yet the river did not cross the EA threshold for issuing a Flood Alert. LLDC and the EFM Contractor have established procedures for monitoring the water levels on the Park itself, in order to warn when water levels are rising sufficiently to flood the riverside paths and other low-lying Park infrastructure.

The LLDC Queen Elizabeth Olympic Park Flood Plan (Draft June 2013) describes the procedures in place to mitigate a 1 in 100 year flood event. This plan sets out the ‘trigger points’ linked to water levels and warnings through the EA threshold system and the actions which would be taken in the park at each ‘trigger point’.

Plan 8 shows the areas at risk from a 1 in 100 year flood event in the North Park, and includes an image showing the 1 in 100 year area underwater during a flood event in the winter of 2013/14. All flood waters would be contained within the existing channels in the South Park during a 1 in 100 year flood event.

Plan 8: North Park 1 in 100 Year Risk Area21

21 North Park Secure Perimeter Design and Access Statement (Jan 2013)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

11 CHARACTER AREAS

11.1 Introduction

Queen Elizabeth Olympic Park has been designed to create a strong identity with a landscape which is rich in character, horticultural excellence and wildlife habitat.

The North and South Park provide diverse but complementary landscapes. Each has a distinctive and individual character which is based on and developed from the landscapes which were designed and constructed for Games time.

The South Park builds on London’s great tradition of pleasure gardens and provides a destination park of unusual, distinctive and beautiful settings with landscape spaces for markets, festivals, events, sports and play, rides, games and a variety of physical attractions.

In contrast, the design of the North Park is based on the identity of the broad valley of the River Lea and the sculpted landform and distinctive planting which characterised the parklands during Games time. The river valley parkland of the North Park creates a dramatic, varied and ecologically rich landscape.

The North and South Parks can be sub-divided into a series of Character Areas which are defined by location, landform, planting and anticipated use.

11.2 South Park

The South Park can be divided into six principal landscape character areas as described below.

11.2.1 South Plaza – Arc Promenade and Pleasure Gardens

The South Plaza forms the heart of the South Park, bounded by the waterways and the 2012 Gardens and anchored by the ArcelorMittal Orbit and the South Park Hub. The expansive hardscape of the Olympic concourse has been transformed into the South Park Pleasure Gardens and the Arc Promenade. As the centre of activity, the South Plaza has something to offer everyone.

The Arc Promenade and the Pleasure Gardens create a powerful landscape framework for both everyday use and enjoyment, as well as for supporting a wide range of event programming, from food festivals and markets to rides and small

Queen Elizabeth Olympic Park – Park Management Plan January 2019

circuses, to concerts and performances and to arts, culture and education. The Arc Promenade is the new spine to the South Park, linking all of the major spaces. Akin to a grand strolling promenade, the Arc strongly orients the visitor on the site while establishing open views and connections. The Promenade is lined with trees, grading from stately oaks in the south to a mix of oak, maple, lime, pine, sycamore and chestnut in the north, with mixed colour and texture leading into the more naturalized North Park. Beneath the trees are seating areas, kiosks, pavilions, play elements and spaces, and spaces for linear markets, festivals, public art, parades, small food and beverage concessions and other programmed events.

The theatrical and exuberant spaces of the South Park ‘Pleasure Gardens’ comprise a series of six event rooms and garden spaces, each designed as a unique social, eventful and playful setting:

 the “Carousel Room” is an open and flexible space that can be used for a permanent carousel or rotating amusements  the “Room-in-a-Room” includes a sculptural ring feature that encourages interaction, play, sitting, lounging and impromptu performances  the “Sun Lawn” is an open, south-facing lawn area for family picnicking, leisure and great views of the ArcelorMittal Orbit  the “Theatre Room” is designed as a small event space, equipped with a small timber stage and seating terrace - also oriented towards the ArcelorMittal Orbit  the “Play Room” - washed in the colour red - is a theatrical environment for children and family play  the “Music Room” includes a large-scale musical play feature (by others)

The ‘Planting Ribbon’, is a sinuous belt of herbaceous planting flowing through the Pleasure Gardens linking the event rooms.

The retained elements of the Games time landscape, in particular the 2012 and Great British Gardens, are rich, delightful and vibrant design set pieces telling a story about plant collecting and biodiversity along a half mile stretch of the River. The South Park builds on this history of gardens and plantsmanship.

11.2.2 The Event or Civic Room

Located at the southern end of the Arc Promenade, the Event or Civic Room provides a critical node, in terms of circulation around the Park. The Room is located at the junction between the north/south route from the South Park Plaza to the South Park Hub, and the east/west route from Stratford into the Park and to The Stadium.

The Event Room serves three key functions:

 as an entry plaza upon arrival from the Gateway  as a medium sized event space for standing, seating, concerts and shows/ theatres as well as for smaller events and provision of flexible spaces  as a holding area for large crowds following events at the Stadium

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The primary features within the Civic Room include an interactive water feature (the “Water Labyrinth”), a linear seating terrace located at the north end that supports spectator functions and offers clear views to the orbit, and long arc seating benches which flank the eastern and southern edges of the space.

11.2.3 South Park Hub

The South Park Hub is the Visitor Centre for the South Park. Located in close proximity to the ArcelorMittal Orbit, the South Park Hub will become a key destination for visitors with its café, ticketing and retail offerings and strong visual connections with the river and the surrounding park. The Hub incorporates outdoor spaces including the seating areas and the Hub Lawn.

11.2.4 The South Events Lawn

The South Events Lawn is a large, flexible lawn located south of the Orbit and Hub building. The lawn is an interim use located on a future Development Platform. The South Events Lawn is designed to accommodate large shows, concerts and festivals, with capacity for up to 30,000 spectators.

This South Events Lawn accommodates access for large vehicles on to the ‘performance’ area and is capable of being secured for ticketing purposes.

11.2.5 Carpenters Lock and the Belvedere

Carpenters Lock retains the mirrored Games time bridges, structures and engineered abutments, but adds a unifying wood deck ‘carpet’ which flows down the slopes of the two bowls bordering the waterway. This ‘carpet’ is a sequence of seating steps that are oriented perpendicular to the Lock bridge. Planting comprises substantial Scot’s pines within a short grass meadow, mixed with perennials.

The Belvedere forms the principal link between the North and South Park and includes the road and railway bridges leading to Carpenter’s Road. The landscape structure of the Belvedere is mainly hard standing with lenses of shrub and tree planting.

The intimate Great British Garden, created for Games time, is retained on the western arm of the Belvedere, which also provides access to the Greenway and Canal Park. The banks to the Old River Lea include some of the few areas of mature woodland in the Park.

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11.2.6 The Southern Edges

The landscape of the South Park wraps around Stadium Island providing links to Canal Park and The Greenway. Much of the planting in this area has more of the character of the North Park with extensive meadows and belts of woodland planting. The Southern Edges also includes small sections of the existing woodland at Old Ford Wood and the Allotments.

11.3 North Park

The areas of parkland retained from Games time have been expanded to the west and east to create three distinctive landscape character areas:

11.3.1 The Landscape Rooms and Events Areas

The landscape rooms and events area are located on the future Development Parcel forming the western edge of the North Park. These are predominantly extensive areas of lawn, with smaller areas at the southern end established as meadow, providing open spaces for all sorts of informal recreation. The rooms are defined by avenue trees with small clumps of trees and large shrubs, underplanted with woodland bulbs, creating a strong structure to the rooms. Paths mown through the landscape rooms will invite visitors to explore.

11.3.2 The Riverside Parklands

The parklands located either side of the River Lea form the heart of the North Park. The river valley parklands will continue the theme of a landscape of sculpted, dramatic landform with dramatic display and wildflower meadows, woodlands, wetlands and lawns, which characterised the northern park during Games time. The emphasis on habitat creation, and management to enhance the diversity of habitats along the river corridor has been extended to include new areas in the North Park Hub.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Features created during transformation include planting and seating on the F02 bridge, which creates a strong focus and meeting place in the Park and benefits from the dramatic views north and south along the River Lea. Views to and from the river, towards the venues, and across the parkland landscape have been retained and extended to include views to and from the North Park Hub. Retention and framing of views will guide the management of much of the Park (see Plan 8).

11.3.3 Timber Lodge and Tumbling Bay Playground

The North Park Hub design concept draws strongly on ecology, plant life cycles and plant succession. The Timber Lodge and Tumbling Bay play areas were opened in July 2013.

The scheme contains a series of landscape character areas which tell the story of individual plant life cycles - from the pioneer birch and hazel woodlands through to pine forest. Interwoven is a play layer which uses these stories to inspire play and exploration.

The landforms respond to the sculptural topography of the wider site. Site constraints, in particular services, also influenced landform with sculptural mounds along the Eastern edge mimicking the flow of the river and ensuring a seamless flow of topography.

The Succession Garden is an attractive element of the play environment and one where children are invited to explore the different plant groups, their colours, smells, sounds, scale and varying forms. It provides rich play value and also gives children a sense of time, seasonality and successional change.

The Tumbling Bay Playground provides a range of opportunities for children of all ages to explore, be challenged, play and learn, and which mirror the succession themes within the landscape. There are two distinct areas to the playground; the sand and water play area for younger children and the pine forest play area for older children.

The design concept for the sand and water play area has two principal components:

 the source of the river and its naturalised form set within a planted river valley  the industrial canalisation of the river

A large sand pit is located alongside the Timber Lodge and includes timber-based play structures based on the themes of construction.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

The pine forest play area provides play opportunities based on high level climbing and platform walkways, using timber structures that mimic the form and habit of the pine. This area is designed as a highly physical and challenging play element, for older children.

The surrounding landforms provide a series of interconnecting routes via ramps, steps, bridges and slides as well as play elements which explore the physicality of balancing, jumping and sliding. This area also incorporates the ‘Cross’ and ‘Cave’ sculptures.

The Timber Lodge building is designed as an extension of the landscape, and internal and external spaces will read together as a single unit.

11.4 Canal Park

Canal Park was completed in 2016 and, for the purposes of management and maintenance, has been incorporated into Queen Elizabeth Olympic Park.

The Park creates a linear community space along the Lee River Navigation tow path, linking North and South Parks and local communities along the navigation, as well as providing a western extension to North Park itself.

A mix of perennial meadows, species rich lawns, swales, herbaceous planting and specimen trees, the park provides natural colour through the summer months and a significant level of biodiversity throughout the year. Natural play elements are integrated into the landscape and access throughout is provided by a network of paths and links into adjacent areas.

11. 5 Waterways

The River Lea flows through the heart of the Park and will form a magnet for visitors. Activities to enable visitors to explore, learn about and gain access to the river form part of the emerging events and activities programme for the Park. The network of waterways and canals across the whole of Queen Elizabeth

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Olympic Park is shown on Plan 9.

11.6 Trees: The Park Tree Matrix

All trees have been given a unique reference number and their locations, species, girth (at planting), outline condition are recorded on the Park Tree Matrix. The matrix also includes records of inspections, works and replacement. This provides the basis for a tree management system for the Park, developed by idverde.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Plan 9: Canal and Waterways Network

Queen Elizabeth Olympic Park – Park Management Plan January 2019

12 THE PARK INFRASTRUCTURE

12.1 Fencing, Gates and Railings

Permanent park boundary railings to the North Park have been installed on the alignments shown on Plan 10. There are no boundary railings to the South Park.

The alignment and design of the park railings and other fencing and access points are described in the ‘North Park Secure Perimeter Design and Access Statement’ (January 2013). The fencing alignments enable the North Park to be secured at night and allow the permitted 24 hour lit routes to be managed after dark. Routes to and from the Park and access points are described in more detail in Section 15 (see Plan 13).

Plan 10 North Park Boundary Railings

Within the Park, post and rope fencing is used at key locations, as dictated by high visitor pressure.

Other forms of temporary fencing (chestnut pale, Heras or tape) is used to protect new planting, areas subject to repair or during major events.

12.2 Paths, Roads, Bridges and Underpasses

The principal paths and concourses throughout the Park are surfaced with asphalt with resin bonded or bound gravel surface course. A self-binding gravel ‘CEDEC’ is used on secondary paths and along the riverside. All paths are edged with steel or timber edging. The bridge surfaces are also of asphalt with resin bonded or bound gravel surface course. A full schedule of paths and hard surface finishes is included in Appendix 5.

The overall Park Road Hierarchy is shown on Plan 11.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Bridges are one of the key physical elements of the Park and contribute to ‘convergence’, creating east to west links through the Park and linking the communities around Stratford and Hackney Wick. The principal bridge connections are listed below and marked on the Illustrative Park Masterplan (Plan 1):

 the F10A Bridge links the North Park to Hackney Wick  the F10B Bridge provides the principal entrance to the South Park and Stadium Island from Stratford City.  the F09 Bridge links the 2012 Gardens with Stratford Waterfront.  the F11 Bridge provides the principal route from the South Park to Stadium Island and links with the F10B Bridge  the F07 and F17 bridges provide secondary links to the Stadium Island from the northern end of the South Park  the F06 Bridge provides the link from the South to the North Park over the River Lea at Carpenters Lock  Waterden Bridge carries the Waterden Road and cycle and pedestrian links from Stratford to the transition point between the North and South Park  the F02 bridge spans the River Lea in the North Park  the F03 bridge links Waterden Road to Olympic Park Avenue and East Village.  the H14 Bridge spans the River Lea Navigation towards the southern end of Canal Park

Plan 11: Road Hierarchy

Queen Elizabeth Olympic Park – Park Management Plan January 2019

12.3 Park Furniture and Signage

Park furniture is of contemporary design and has been designed to link with the Legible London network. Seating combines individual benches with seating terraces set into the slopes along the riverside. Signage and interpretation is intended to ensure visitors are well informed, but without cluttering the Park. A full schedule of park furniture and signage is included in Appendix 6.

12.4 Lighting

The South Park and the 24 hour primary access route through the North Park are lit with lamp column style concourse lighting. The primary route through the North Park is shown on Plan 13 (Section 15.5). Hub and venue lighting is operational during normal hours of operations with the exception of approved external security lighting.

Lighting is integral to the design of the South Park since many of the spaces are intended for use at night. Lighting combines functional concourse lighting with a mixture of uplighters and other lighting elements which will bring the South Park alive in the evenings. Amenity lighting uses suspended lanterns and colour shift to create colour changes and ambience throughout the South Park. Uplighters are located within the landscape elements such as the birch stem woodland and to illuminate the water features and play elements. A full list of all the lighting elements is included in Appendix 7.

12.5 CCTV

CCTV is an integral part of site security. Cameras are sited at key locations across the Park.

CCTV is monitored and operated by dedicated EFM security staff and situated within the Park Headquarters, as described in Section 9.11.

12.6 Irrigation and Drainage

Irrigation systems across the Park combine ‘pop up’ systems located within the lawns and grassed areas with drip systems within the planting beds. The irrigation system operated during Games time has been adapted and extended where necessary in order to ensure the successful establishment of new planting associated with the Park transformation and to work towards LLDC commitments on water conservation and management.

Water supply is delivered through a combination of non-potable and potable water supplies. The system is managed through the EFM Contract. Annual irrigation programmes are agreed between the LLDC Park Manager and idVerde, the EFM Horticultural Contractor.

Much of the drainage across the Park is delivered through a sustainable drainage system based on a system of open swales.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

12.7 Public Art

Public art created for Games time, through permanent and temporary installations, activities and events, will continue to be one of the defining characteristics of Queen Elizabeth Olympic Park. The LLDC Publication ‘Art in the Park’ describes the permanent art installations across the Park and all art installations are listed in Appendix 8 and locations are shown on Plan 12. The LLDC will use reasonable endeavours to maintain the public art listed for the stated design life of each piece of art. Fair wear and tear and dilapidations over time are acceptable as part of the maintenance regime. Current art Installations across the Park are listed in Table 7, below.

Table 7: Queen Elizabeth Olympic Park Public Art Installations

Description Location

"Fantastic Factology" - 57 stainless steel Throughout park plaques for benches, routing and resin bonded in to resist theft "Entrance Markers" - a set of 10 mature trees, Series of 10 locations around entrances to each with a denoting key entry points, marked Park: locations open to public for North Park by 10 semi mature deciduous trees with metal opening including F10 bridge, corner of rings securely suspended in the crown Temple Mills Lane/Chobham Manor development, H10 bridge Park side, and top of Waterden Road, opposite i-City “Knowledge Plaques” – series of cast bronze Throughout Park round plaques set into the pavements with facts about the Park’s landscape and history Winning Words poetry - 4 poems etched into 2 North and 2 South Park: wooden transformer enclosures: 2 in South 1 Aquatics by NG2 Park, 2 in North Park 2 Orbit plaza 3 Next to F02 West side 4 BMX track (to be relocated) "RUN" - one flagship Lightpiece to aid North Park: Copper Box Arena Plaza wayfinding and security, made from stainless steel, mirrored glass and LEDs “Cross & Cave” – two reinforced cast North Park: Tumbling Bay Playground concrete structures to provide meeting and playspaces “One Whirl” – surface treatment on bridge North Park: F03 bridge made from recycled glass in spiral patterns to echo the river below "Inter Alia" - ideas from creative workshop South Park F06 retaining wall translated by Grenville Davey into 'finger print' pattern across wall in cast bronze. Aluminium bronze forms run length of wall along 2012 Gardens "lfo spectrum" - A security fence on the Northern headhouse PLUG utility structure where the artwork was EDF3 (UKPN) applied using digital sublimation technology.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Description Location

"Open Folds" DJ Simpson Southern Head houses "Carpenters Curve" and "Brick Fields" Clare EDF2 (UKPN) Woods - Two commissions on two head NG2 houses structures including tiled artwork and aluminium sheets Each Headhouse has 2 artworks on it: South facing: Clare Woods (tiles) North facing: DJ Simpson (aluminium) "Fast, Faster, Fastest" and F11 - Stadium Island "Streamline" Jason Bruges F11 and U03: animated light F03 - Central Park treatments for both U03 - Southern access along Waterworks "One Whirl" and “Underwhirl" Martin Richman F03 and U01: U01 - Northern Access into Lee Valley F03 - recycled glass Hockey and Tennis Centres U01 - glass beats in plaster "Steles" by Keith Wilson Waterworks River from H05 - E31 “Rusting” 9/11 Memorial Sculpture South Park – Location to be confirmed

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Plan 12: Public Art Installations Location Plan

Queen Elizabeth Olympic Park – Park Management Plan January 2019

13 PARK HUBS

There are two Park Hubs, one in the North and one in the South Park. Both Hubs contain café, toilets and hospitality/community spaces. The North Park Hub comprises the Timber Lodge and the Tumbling Bay playground. The South Park Hub is located at the base of the ArcelorMittal Orbit.

13.1 North Park Hub

The North Park Hub provides a range of community facilities including a Park building with café, meeting space and public toilets, play areas, and community events lawn.

The Timber Lodge café seats around 80 covers indoors, with space for a further 100 outside. The flexible meeting space can accommodate a maximum of 100 people and is designed for events and activities plus a facility for hire. There is a small garden area which can be used in the summer months.

The Tumbling Bay Playground comprises two principal areas, a sand and water play area and pine forest play area. In addition, the southern meadows and hazel coppice woodland also incorporate natural play, including a series of live willow dens by artist Jim Buchanan, located within the hazel copse.

13.2 South Park Hub

The South Park Hub includes a café, toilets, a private hospitality space and the Box Office and management offices for the ArcelorMittal Orbit. The café seats around 60 covers indoors, with space for a further 40 externally. The hospitality space accommodates up to 80 people. Whilst the facilities in the South Park Hub are available for all Park visitors, the Hub is also a gateway to the ArcelorMittal Orbit which is accessed through the central atrium area. The South Park Hub is operated by Engie, whose appointed caterer operates the café and hospitality areas.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

14 VENUES

14.1 ArcelorMittal Orbit

The ArcelorMittal Orbit is a visitor attraction which receives around 800,000 visits per annum, and is operated by Engie for LLDC. The ArcelorMittal Orbit, at 114 metres, is London’s tallest sculpture and its newest landmark. It was designed by artist Anish Kapoor and engineer Cecil Balmond.

14.2 Stadium

The post Games time Stadium is a 60,000 capacity venue which has been delivered by a Special Purpose Vehicle incorporating LLDC and the London Borough of Newham. The stadium re-opened in 2016 as the London Stadium of West Ham United Football Club. A Community Running Track is also located adjacent to the Stadium.

14.3 London Aquatics Centre

The London Aquatics Centre has a maximum capacity of 3,500 for events, and is operated by Greenwich Leisure Limited (GLL) as a public swimming pool for both local communities and elite swimmers and competitions. The Aquatics Centre opened as part of the South Park in 2014.

14.4 Copper Box Arena

The Copper Box Arena (formerly the Multi-use Arena) has a capacity of 6,000 with scope for an additional 1,500 for some events. It is a community sport facility and can host sporting and community events, as well as occasional exhibitions, concerts and conferences, throughout the year. The Copper Box Arena is operated by GLL and offers a wide range of indoor sports including basketball, handball, badminton, boxing, martial arts, netball, table tennis, wheelchair rugby and volleyball. A resident Basketball Team will play up to 21 home matches per annum (attendance 1,000-2,000) and Badminton England have confirmed a week-long Badminton Grand Prix to be held each October. The venue also includes a health and fitness club, crèche and a café.

14.5 VeloPark

The VeloPark comprises the 6,000 seat Velodrome, 1-mile cycle track, mountain biking area and BMX area. It is owned and operated by the LVRPA and opened in March 2014.

14.6 Lee Valley Hockey and Tennis Centres

Lee Valley Hockey and Tennis Centres, previously known as Eton Manor, are operated by the LVRPA and opened in summer 2014.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

PART 5 ACTIVITIES, EVENTS AND PARK USERS

15 TRAVEL AND ACCESS

15.1 Park Opening Hours

The South Park and North Park are open 24 hours a day. There is a fully lit 24 hour access route through the North Park, shown on Plan 13. This is shown as the ‘Primary Route’ on this plan. Lighting throughout the Park is operational at night, subject to any curfews imposed by planning conditions or other restrictions. Non essential lighting is turned off at night when not in use

The opening times for the venues are set by the venue operators.

15.2 Travel Plan Framework

The LLDC Park Wide Travel Plan Framework (TPF) was issued in February 2013. The Framework describes the overall strategy and framework for travel to and from the Park and venues. The overarching aims for the TPF are:

 ‘to positively influence the travel behaviour of users of the Park by promoting alternative travel modes to the car  encourage travel by cycle, on foot and by public transport by highlighting their accessibility and availability  promoting healthy lifestyles and a sustainable, vibrant place in which to visit and work  minimise the number of single-occupancy car trips generated by the proposed Development’

The framework describes transport options and networks (such as road hierarchies and cycle routes) to and from and within the Park. The emphasis of the document is the establishment of a sustainable transport hierarchy which will underpin advice and guidance given to visitors and the preparation of future venue and event specific Travel Plans. The modes of transport according to their position within the sustainable transport hierarchy, in order of decreasing sustainability from top to bottom are listed below:

 walk  cycle  public transport  car share  car single occupancy

Venue and event specific travel plans will be prepared by venue and event partners in accordance with the overarching guidance, objectives and targets set out in the TPF and the Events Management Co-ordination Framework (EMCF).

Queen Elizabeth Olympic Park – Park Management Plan January 2019

15.3 Car Parking

Limited parking facilities will be provided within the park. No parking is permitted on the primary, secondary and tertiary routes shown on Plan 13. Parking enforcement on unadopted routes through the park is the responsibility of LLDC. Day to day management is undertaken by the EFM Contractor on behalf of LLDC. On adopted roads this is the responsibility of the relevant Borough Highway Authority.

The principal parking facility within the North Park is the multi-storey car park located in the north west corner of the Park. Day to day management of parking in the multi-storey car park is the responsibility of the EFM Contractor. All parking spaces are designated for venue use and Here East, and no parking spaces are provided for park visitors. The parking levels that have been approved through the various planning consents are set out in Table 8 below. There is blue badge parking provided for the venues.

Table 8: Current Permitted Car Parking within the Venues and Parkland22

Venue Parking Blue Badge Total Events only Aquatics 96 15 111 - Lee Valley Hockey 159 20 179 - and Tennis Centres VeloPark 211 13 224 61 (MSCP) Copper Box Arena 156 26 182 22 Stadium 314 - 314 259 Orbit 8 - 8 - Timber Lodge 3 - 3 - South Park Hub 0 9 9 9 Parkland 0 - - -

15.4 Cycling and Pedestrian Routes

The publication of ‘The Mayor’s Vision for Cycling in London – An Olympic Legacy for all Londoners’ (March 2013) has reinforced the Mayoral commitment to cycling as part of the Olympic Legacy. Cycle routes and facilities within and around the Park, as part of the wider London cycle network, are described in detail in the TPF.

The identified cycling and walking routes have been agreed through the Legacy Transformation permissions. These have been used extensively in discussions with the Boroughs and other stakeholders as the baseline for other applications, such as the LCS, and have been included in relevant planning application documentation accordingly. Cycling within Queen Elizabeth Olympic Park will be in accordance with the following principles:

 cycling will be permissible on all paths and hard surfaces within the Park, with the recognition that not all of the paths and hard surfaces within the Park will meet the individual journey needs of every cyclist

22 Post Games Transformation Car Parking Management Scheme (February 2013)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

 while LLDC will do what it can to meet the needs of cyclists they will not be allowed to go wherever they like in the Park; specifically, they will be required to keep to the roads and paths/hard surfaces; this is key to protect sensitive wildlife areas and habitats, and to ensure that LLDC can deliver on the biodiversity commitments that have been made  cyclists and pedestrians will need to respect the Canal & River Trust’s Greenway Code for Towpaths, as LLDC will be supporting these principles across the Park; this is in line with the Mayor’s policy commitment to ‘protect responsible, shared use of London towpaths with pedestrian priority’  this approach will maximise access for cyclists in the Park (again in line with the Mayor’s policy commitment)

In managing cycling within the Park, LLDC will also apply the principles set out in the Canal & River Trust cyclists’ code of conduct. The Code of Conduct is included as Appendix 9.

There will be 24 hour access to the South Park. The 24 hour access route and the principal pedestrian and cycle routes through the North Park are shown on Plan 13.

15.5 Accessibility and Inclusion

LLDC is committed to ensuring that Queen Elizabeth Olympic Park remains at the forefront of accessibility and inclusive design. This aspiration is supported by two key documents, the Inclusive Design Strategy and the Inclusive Design Standards.

Delivery of accessibility and inclusive design is about appropriate management and operational procedures as well as about design and layout. The Inclusive Design Strategy states that, ‘places become inaccessible through poor management as well as through how they are designed and built. It is the Legacy Corporation’s expectation that lessees and other operators enhance or as a minimum, maintain the levels of accessibility delivered for the Games’. One of the key elements of the delivery of accessibility and inclusion is the Park Mobility Scheme, described in Section 15.6.

Appropriate disability equality and disability awareness training is undertaken for all staff and will include raising awareness of when visitors require additional assistance, building confidence when interacting with disabled visitors and ensuring knowledge of the available accessible features and facilities and of operational procedures. Regular monitoring and review will also be carried out to assess general levels of accessibility. This includes regular reviews by specialist staff, feedback from disabled users/visitors and consultation with user forums.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Plan 13: North Park 24 hour Access Route

Queen Elizabeth Olympic Park – Park Management Plan January 2019

15.6 Park Mobility Scheme

The Park Mobility service helps support visitors to Queen Elizabeth Olympic Park who have mobility problems and/or visual impairments. Following the success of the Park Mobility service in 2014, the programme was extended to run 7 days a week and consists of: Accessible Mobility Buggy (1 wheelchair accessible ‘golf’ buggy driven round the Park by a trained volunteer)

Mobility Scooter Hire (5 mobility scooters available for hire on the Park)

Manual Wheelchair Hire (5 manual wheelchairs available for hire on the Park as well as 1 children’s wheelchair and 1 bariatric wheelchair)

Volunteer Guides (trained volunteers able to assist, support and guide Park visitors as required – including visitors with visual impairment)

The Park Mobility service is currently operational on the Park every day of the week from 10:00 to 15:00 hours, and extended to 18:00 hours during the summer and autumn (July to October).

Engie are responsible for delivery of the service through ‘Our ParkLife’. The service is directly managed by the Park ‘Volunteering Manager’ who reports to the ‘Our ParkLife’ Neighbourhood Manager, who in turn reports to LLDC.

The service is supported by volunteers who help deliver the Park Mobility services to the public. A number of key volunteering roles have been identified and specific training is provided to deliver the service.

Visitors to the Park can book the service via an online form, email and telephone. The online form, contact details and all the Park Mobility information are available on the Queen Elizabeth Olympic Park website. Marketing and advertising promote the service both locally and beyond.

The service is based at the Visitor Information Centre on the F10B Bridge close to the Aquatics Centre (point A on Plan 14 below). Customers are met by a Volunteer Guide and are instructed where to collect and return all mobility equipment including scooters and wheelchairs.

The Accessible Mobility Buggy runs on a circuit around the park on a timetabled, pre-determined route. This further assists with bookings, understanding demands and avoiding over-booking during busy periods.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

A. Main Equipment Loan Hub (QEOP Visitor Centre/PM Base) B. Orbit Visitor Centre C. Mandeville Place D. Copper Box E. Timber Lodge and Tumbling Bay F. Lee Valley VeloPark G. BT Sport/iCITY (on request) H. Lee Valley Eton Manor (on request)

Plan 14: Park Mobility Scheme

The mobility equipment is securely stored at Park HQ. This area is also used for any equipment maintenance, cleaning and charging of batteries.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

16 PARK ACTIVITIES AND PARTICIPATION

16.1 Community Engagement Programme

Community engagement is key to the Park’s success ensuring that local people are both accessing and benefiting from what the Park has to offer, whilst developing a local sense of ownership. The Park’s community engagement team has developed a programme that provides an important community connection, ensuring that the Park is rooted within the surrounding community. This is achieved through a number of community initiatives which includes Park Champions volunteer programme, Active People, Active Park, Community events, Echo Timebank, our wider education programme and local focus groups, all with the aim of ensuring that local people have a range of ways to engage with the park and promotes regular usage.

The on-going LLDC Community Engagement Programme focuses on three principal themes:

 building local connections – ensuring that local people are kept informed, are involved and engaged with the Park

 community programming – providing a range of activity in the Park that both targets and engages local residents; these include community events, sports participation, volunteering and schools engagement

 neighbourhood building – working with the new residents who are now living on the Park to ensure they are integrated into the Park and the surrounding area through a range of targeted engagement

The programme is building links with local communities through consultation, informing, volunteering, outreach projects and the establishment of partnerships and groups linking the Park to residents and businesses in the surrounding communities.

The sections below focus on the activities and opportunities provided in the Park itself. Information on the wider programme and outreach into the surrounding communities is co-ordinated by the LLDC Community Engagement Team and provided in the Community Engagement Policy and the Community Participation Strategy (June 2013). The Community programme continues to evolve with a clear focus on the core strategy as follows:

 targeting the 11 wards that surround the Park  working in partnership with local delivery agents – especially to help reach more marginalised members of the communities  working with key community stakeholders and advocates  engaging young people through a range of formal and informal educational projects inside and outside the Park, supporting sustainable initiatives to help foster long term relationships

Queen Elizabeth Olympic Park – Park Management Plan January 2019

The community engagement programmes currently in operation on the Park are detailed below.

Park Champions Programme: volunteers are a big part of the ongoing success of Queen Elizabeth Olympic Park. Just as the Games Makers became a defining feature of the London 2012 Olympic and Paralympic Games, the Park Champions’ day to day Park presence is very visible evidence of the continuing local legacy of 2012.

Local volunteers have helped create a local sense of ownership to the Park, are great advocates for LLDC’s work in the community and a valuable sounding board for feedback on the evolving Park and its activities. All volunteers are referred to as Park Champions in recognition of the key role they play in helping to establish the Park. Park Champions carry out a number of roles within the Park including customer service at the information point, operating the mobility service, event volunteering and horticultural support.

Active People, Active Park: the communities around the Park are set to build on the incredible sporting feats achieved at the London 2012 Olympic and Paralympic Games. Our range of sports and healthy living outreach programmes enable residents to take part in sport and physical activity in a number of different ways to suit themselves. The Active People, Active Park programme provides a range of sporting and physical activities in and around the Park and has become a large part of the Park’s day to day activity.

Community Events: in recent years the Park has hosted two annual events targeted at the local community. Events provide a great way to bring people together to celebrate their local park, providing a platform for participation and engagement. To date we have run three Big Lunch events at the beginning of summer, encouraging people to attend with a picnic and access a range of activities. Harvest Stomp has run twice, celebrating the end of summer and the growing community that surrounds the Park.

Echo: home grown on Queen Elizabeth Olympic Park, Echo is a unique, free to use, online platform for the buying and selling of skills, services and resources. Members trade their professional skills and services using our own time currency, the Echo, rather than pounds and pence. The programme is focused on developing greater local cohesion within and between sectors and communities. Echo is an online platform designed to stimulate offline activity, fostering connections and fast-tracking growth. Every hour of service delivered is valued at one Echo. The programme creates prosperity and local economic resilience in a unique and innovative way by capturing value and allowing it to circulate locally.

Park Engagement Group: the Park Engagement Group was formed by the London Legacy Development Corporation in 2013. The group is made up of professionals leading on Community Engagement on the Park and the wider E20 area. The group meet every month to update one another on individual areas of work, to scope out areas for collaboration, share best practice and to ensure that our individual community networks and key stakeholders find out about the wide variety of programmes, events, activities taking place on the Park.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Legacy Youth Voice: The Legacy Youth Voice is a group of young people aged 14 – 21 years old from the surrounding boroughs of Hackney, Newham, Tower Hamlets and Waltham Forest, and who have been involved in helping to shape the plans for Queen Elizabeth Olympic Park. The group was formed back in 2008 and every year new young people join the programme. The group are valuable ambassadors for the Park, representing the views of young east Londoners, engaging in plans for the Park and inspiring young people to get involved.

Park Panel: the Park Panel was launched in early summer 2014 and comprises 20 to 30 members drawn from local organisations actively involved in the Park. The Panel works with LLDC to:  promote good communication between the Legacy Corporation, its partners and local groups, with members acting as local ambassadors  act as a sounding board for overall Park management, including events and programming activity  provide a link to the local community and share information on issues, needs and opportunities, and to help inform: o how we use the Park and its venues o planning and development in the area o how we manage construction activities o local knowledge and understanding o how we deliver our vision of creating a world-class cultural and education quarter, working with the V&A and other key partners.  make community involvement a key part of the Park and LLDC’s operations, to ensure local ownership and sustainability  support the achievement of Green Flag status for the Park

Friends of the Park: LLDC remain keen to establish a Friends Group for the Park. Friends Groups can play a key role in establishing local ownership of the Park and will also be integral to ensuring neighbouring and emerging communities are actively engaged in the management and development of the Park. Friends can also be key advocates and supporters for the Park. This work is at an early stage and LLDC will develop interest, consult with local communities, and encourage pre-existing community groups to extend their involvement into the park. At present the residential community in close proximity to the Park is relatively low. It is likely that a Friends Group will develop as residential developments adjacent to the Park are completed and a local community with a strong day to day relationship and affinity to the Park develops.

16.2 Education and Learning

Our education programme aim for the Park is to inspire learning by:

• delivering a diverse programme that provides a source of inspiration for local schoolchildren • providing innovative educational approaches to learning that enables schools to weave content about the Park into the curriculum

Queen Elizabeth Olympic Park – Park Management Plan January 2019

• ensuring there is one clear communication channel between schools and educational opportunities on the Park • providing exciting opportunities for schools to engage with the Park through curriculum challenges and links to partners

Go Schools Network: the network aims to connect local schools to all the opportunities on the Park through regular communication. Schools situated in the boroughs that surround the Park are kept up to date with all the Park related educational and learning opportunities. Teachers are also invited to networking events, to showcase learning and share skills. Currently there are 200 schools signed up to the network

Learning Trails: the Park has a suite of learning resources for schools to bring with them and use within Queen Elizabeth Olympic Park. These resources have been designed to inspire, raise aspirations and raise educational attainment amongst schoolchildren. Worksheets have been designed to bring the national curriculum to life across a range of subjects and key stages. These resources provide a quality learning experience for students through exploring the past, present and future of Queen Elizabeth Olympic Park through the spectacular parklands, venues and waterways.

Curriculum Challenges: every year the Park prepares challenges for secondary schools, to provide a point of inspiration and to help participants gain the confidence and skills they need to progress. In recent years challenges have included a project with UCL delivering a STEM challenge and Sadler’s Wells delivering a movement and rap challenge. We have also supported Apps for Good, a programme for app design by young people. One of the apps we funded to development was ‘Gardenking’, an app which aimed to recognise any plant and which was inspired by the landscape within the Park.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

17 VISITOR PROFILES AND MONITORING

Since opening, the Park has attracted over 22.5 million visitors (at summer 2018). This equates to around 5 million visitors a year since opening.

17.1 Visitor Profiles

Research is undertaken to provide a clearer picture of the number of visitors forecast to visit the Park. This research is used to build visitor profiles. Ascertaining the different demographic groups, the breakdown of visitors by postcode and their intended reason for coming, assists with Queen Elizabeth Olympic Park communication and marketing campaign planning, customer service planning, visitor information requirements and crowd modelling.

17.2 Visitor Monitoring

A combination of Bluetooth technology backed up by manual counting and visitor surveys is used to provide an accurate account of visitors to the Park.

17.3 Visitor Satisfaction

Visitor surveys are carried out regularly on site to gain an insight into the visitor experience. In addition, online satisfaction surveys will be run post visit to gain greater information. Data will also be provided by the Park's venue operators, GLL, in relation to the London Aquatic Centre and the Copper Box Arena and Engie in respect of the ArcelorMittal Orbit and will be fed into the overarching visitor data analysis. In addition, the Park will work with event promoters to gain feedback from event ticketholders to ensure as many visitor experiences as possible are tracked and the resulting data analysed in order to provide a clear picture of visitor satisfaction.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

PART 6 MANAGEMENT PRESCRIPTIONS

Annual site walkovers are undertaken involving the LLDC Park Management Team, idverde, Park Design Team and the authors of this PMP. Notes from these walkover visits are included for the relevant prescription sheets below. These will be incorporated in the full Management Prescriptions as part of the full PMP review and updated in 2019.

18 NORTH PARK GREEN INFRASTRUCTURE

This section details the overarching management principles for the soft landscape of the North Park.

Each landscape type is considered separately and Plan 15, below, provides an overview of all the typologies in the North Park. A brief description is provided for each landscape type, followed by a statement of its management aims and a location plan. A second table provides specific landscape management objectives and prescriptions for achieving those objectives. Notes are also provided on performance indicators and monitoring to enable the success of the management regime to be assessed. The specifications can then be amended or updated as part of the Park Management Plan’s annual review.

Images are also included to show existing elements and landscape typologies in the North Park.

The management prescriptions relate to the condition of the Park following completion of all transformation works (known as Steady State). It does not cover works required to construct the transformation areas, nor does it include for initial establishment maintenance (normally linked to the appropriate defects liability period for that particular landscape type).

Management prescriptions will be implemented by the EFM Horticultural Contractor (currently idverde) with the agreement of the LLDC Park Manager. Where prescriptions identify options, for instance in relation to frequency, extent or timing of maintenance operations, these shall be agreed between the EFM Horticultural Contractor and the LLDC Park Manager. Where appropriate, external advice may be sought, for instance from design team consultants associated with both the Games time and Transformation landscapes in order to inform decisions.

In addition to the Grounds and Horticultural Manager, the key personnel within the current idverde staffing structure who will be involved in management decisions are:

 Conservation Manager: BAP habitats and habitat and conservation management  Park Ranger: display meadows, ornamental planting and gardens  Arboricultural Ranger: tree and woodland management  Waterways Supervisor: waterways and wetlands

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Plan 15: North Park Landscape Typologies

Queen Elizabeth Olympic Park – Park Management Plan January 2019

18.1 Lawns and Grassland

Species Rich Lawns (L1)

The species rich lawns are characterised by an open lawn with a low grassy sward and some flowering species that can withstand regular use, but with capacity to cope with periods of higher usage.

Management aims: Visual: to provide medium maintenance lawns within the North Park landforms Use:  to provide for regular informal recreational use and event related use Biodiversity:  to establish and maintain a species rich sward through incorporating native flowering species (including flowers which attract pollinators) within a matrix of mixed lawn grasses  to contribute to ‘Species Rich Grassland’ management objectives as defined in BAP

L1 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain medium Grass cutting:  vegetation cover  diversity of each maintenance,  cut to 50 mm when sward reaches threshold 90% lawn to be species rich lawn height of 100 mm (remove arisings)  measured annually  manipulate cut timing to allow in May or June specific spp to flower (eg delay first spring cut)  annual monitoring to review fulfilment of management aims

 Refer to BAP Annual Monitoring Report

Observations from 2018 site walkover:

 Some areas of Hopkins Field and events area reported to be now beyond repair following damage caused by large scale events. Review reinstatement – area designated for future development, but note that part of the area used for events incorporates BAP habitat, therefore need for a restoration plan.  Mosaic cutting pattern is to continue across North Park – to be determined annually  Amenity turf opposite NHSG notable for good condition – reported to be at its best since first established. (However, 3 no. specimen elms here are struggling)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

18.2 Meadows

Perennial Meadows (M1)

Designed as visually exciting meadow areas using a mix of ornamental and native species (including grasses) which will increase biodiversity as well as create visual interest. Management aims: Visual: to provide colour, drama and excitement to the North Park landscape

Use:  as visual components to the landscape including children’s play  key feature in interpretation material  volunteer options

Biodiversity:  to establish and maintain species-rich swards of differing character, including plants that support invertebrate larvae and flowers that attract pollinators at different times of year  areas of tall and structurally complex vegetation where invertebrates can overwinter and spiders can build webs  to contribute to ‘Species Rich Grasslands’ management objectives as defined in BAP

M1 Management Objectives and Prescription

Objective Prescription KPI/Standard M Monitoring Maintain as Cutting:  each meadow to  diversity of each colourful and  cut once to 50 mm (or as required to support 20 meadow area to be species rich meet BAP targets) in October to species or more measured annually meadows February after seed drop  at peak flowering in May or June  selected areas (including some minimum 50% of meadow margins) cut in September the surface area  annual monitoring on 2 or 3 year rotation to leave over in flower not to review fulfilment wintering vegetation foliage of management  cut with forage harvester or brush aims cutters/strimmers   Refer to BAP  leave arisings in situ for 48 hours Annual Monitoring prior to removal Report  compost arisings Weeding:  patch forming, invasive species to be removed Repair:  create/match  reseeding/plug planting in autumn desired species as required mix Create and retain Grass cutting: 1 m offset on path edges  crisp path edge path offset where required  full path width  4 times per annum from late spring accessible to early autumn  50mm height  arisings to be removed and used as above

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Display Meadows (D1)

Highly colourful, with a long season of flowering interest (summer/autumn) and designed as spectacular features within lenses cut out of the landform. Each is dominated by a different colour palette (red, yellow or blue) reflecting their different aspect. Further elements added during transformation include spring interest (bulbs and herbaceous material) which are tolerant of the shade cast by the Games time summer/autumn flowering material. Management aims: Visual: to provide highly colourful and spectacular features created on lenses in the land form  each with a different colour palette (to reflect differing aspects)  long flowering season (summer/autumn) with additional (shade tolerant) spring material added at transformation Use:  as visual components to the landscape  key feature in interpretation material

Biodiversity:  to establish and maintain herbaceous species diversity of differing character, including plants that support invertebrate larvae and flowers that attract pollinators at different times of year  areas of tall and structurally complex vegetation where invertebrates can overwinter and spiders can build webs  to provide foraging areas for invertebrates

D1 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain as Cutting:  retain existing spp  weekly mollusc colourful landscape  cut in late January; mix and layout monitoring in features  cut with scythes or brushcutters annually or adjust spring  cut to 50 – 100 mm where specific /summer/wet  compost arisings species are failing weather  monitor impact of mollusc pests and review need for biological control or  annual monitoring organic slug pellets to review  cut back margins 4 times per annum fulfilment of to retain crisp edge management New planting aims and species  as required to replace failing mix species  Refer to BAP Mulching Annual Monitoring  top up mulch once per annum in Report December/January  maintain 50 mm depth

Observations from 2018 site walkover:

Timber Lodge lens:  Addition of Solidago rugosa ‘Fireworks’ has worked well. Grasses, Aster and Rudbeckia all strong elements  Lawns greatly improved and create an effective contrast with the planted area.  Grasses in display planting – consider redistribution for more even coverage.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

 Flag iris is accumulating in clumps towards top end of swale, and swale planting has lost some definition – consider thinning Iris and spreading further down the swale to even out coverage and help differentiate swale planting. Timing requires liaison with ecologist, as some of the swales are kept in place for biodiversity over autumn and winter.  Dead tree at the centre of the view from the lens should be removed

Display meadow lens:  Some gaps have emerged in the planting. Volunteers have carried out plug planting (x 2 p.a.), but grasses tend to dominate. Consider supplementing by gapping up with grasses taken from Timber Lodge lens to enhance interest and structure. Consider also enhancement with appropriate ornamental shrubs.

Queen Elizabeth Olympic Park – Park Management Plan January 2019

18.3 Interim Landscape Zones – Landscape Rooms

Landscape Rooms (D2)

Species rich lawns planted with clumps of small trees and large shrubs (hazel, Aesculus parviflora, roses etc), under planted with spring flowering woodland plants, will provide year round structure and seasonal interest.

Management aims: Visual: to create a series of ‘meadow rooms’ using dramatic, naturalistic vegetation  each designed to peak at different seasons  year round interest and structure to be provided by clumps of trees and shrubs Use:  to provide for informal recreational use accessible by mown paths Biodiversity:  to establish and maintain species-rich swards of differing character, including plants that support invertebrate larvae and flowers that attract pollinators at different times of year  areas of tall and structurally complex vegetation where invertebrates can overwinter and spiders can build webs  to contribute to ‘Species Rich Grasslands’ management objectives as defined in BAP

D2 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain high Grass cutting:  sward cover  inspect after maintenance event  remove surface stones exceeding maintained at 100% each event to lawn 25mm in any dimension identify  cut to 50 mm when sward reaches necessary height of 100 mm repairs  remove arisings to compost facility Other treatments:  inspect in  edging adjacent to paths and spring and service inspection covers autumn to review  scarification and aeration fulfilment of  level hollows and bumps to retain an management even grade aim (event  reseeding/turfing use)

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Spring Meadow (M4)

Spring meadows, adjacent to areas of high intensity use and designed to provide a show of flowers in spring and early summer, then cut back to provide lawn conditions over the summer (i.e. during peak visitor season). To include native species and a mixture of grasses and flowers.

Management aims:

Visual:  to create a series of ‘meadow rooms’ using dramatic, naturalistic vegetation  designed to provide a show of flowers in spring and early summer Use:  to provide for informal recreation and event space during summer (i.e. during peak visitor season)

Biodiversity:  to establish and maintain species-rich swards including plants that support invertebrate larvae and flowers that attract pollinators  areas of tall vegetation where invertebrates can overwinter and spiders can build webs  to contribute to and comply with ‘Species Rich Grasslands’ management objectives as defined in BAP

M4 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain meadows Cutting:  each meadow to  diversity of for spring and  cut once in late summer to 50 mm support 20 species or each lawn to summer colour, more be measured visual interest and  leave arisings in situ for 48 hours in  at peak flowering annually in biodiversity stacks or windrows prior to removal minimum 50% of the May or June  compost arisings surface area in flower Repair: not foliage  annual  reseeding/plug planting in autumn  create/match desired monitoring to as required species mix review Maintain mown Mowing  sward cover fulfilment of access strips  to 50mm on fortnightly basis maintained at 100% management between meadows  cuttings let fly aims and D2 landscape rooms  Refer to BAP Annual Monitoring Report

100

Queen Elizabeth Olympic Park – Park Management Plan January 2019

Maintain tree/shrub Coppice:  horticultural good  plant diversity clumps to provide  only coppice appropriate spp practice and structure, interest  coppice one third of appropriate attractiveness, and biodiversity species on alternate years and tree/shrub condition to be  chip arisings and re-use within park inspected and Pruning: recorded  roses and shrubs: to remove annually; early dead/dying/diseased wood and spring for encourage horticultural qualities ground flora (flowering, stem colour, berrying as and late appropriate) summer/early  non coppiced trees – formative autumn pruning (before leaf  chip arisings and re-use within park fall) for trees; written report with recommendati ons for ecology, woodland structure and plant health

 annual tree disease management inspections

 Tree matrix data updated

 Refer to BAP Annual Monitoring Report Maintain paths to Mowing  sward cover  annual encourage  to 50mm on monthly basis maintained at 100% monitoring to appropriate access  cuttings let fly review fulfilment of management aims  Refer to BAP Annual Monitoring Report

101

Queen Elizabeth Olympic Park – Park Management Plan January 2019

18.4 Ornamental Planting

F02 Bridge (O1)

Redesigned during transformation, the F02 bridge supports a series of linear seats and planters set within a broad concourse spanning the river. Planting is largely based on grass species with some use of colourful perennials at path junctions. Management aims: Visual:  to create movement, drama and seasonal colour on the approaches to the river crossing  to enhance views to and from the bridge  to screen align viewing corridors

Use:  to provide an attractive area for rest and for informal recreation

Biodiversity:  to establish and maintain grasses and herbaceous species diversity, including plants that support invertebrate larvae and flowers that attract pollinators at different times of year  areas of tall vegetation where invertebrates can overwinter and spiders can build webs  to provide foraging areas for invertebrates  to contribute to and comply with ‘Parks, Squares and Amenity Space’ management objectives as defined in BAP

FO1 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain areas of Grass cutting:  sward maintained at  inspect in short grass for  cut sward to maintain to a height of between 50 – 75 mm spring and seasonal texture between 50 - 75mm  sward cover autumn to and reinforce  remove arisings to compost facility maintained at 100% review garden edge Repair:  create/match desired fulfilment of  reseeding/turf in autumn as species mix management required aim (event Maintain areas of Grass cutting:  sward cover use) long and/or tussock  low grass mix - cut sward to maintained at 100% grasses and maintain to a height of between 50 -  Refer to BAP perennials for visual 75mm Annual interest and  tall grass mixes – cut back annually Monitoring biodiversity in February to 75mm Report  meadow mix – cut back in March/April and October to 75mm  grass/perennial mix – cut in February or as appropriate to maximise colour and interest  first cut with scythes/strimmers/ hand tools  remove arisings to compost facility Irrigation as required to maintain  to prevent moisture horticultural qualities and visual impact stress, wilting and foliage scorch Repair:  create/match desired  reseeding/planting in autumn as species mix required

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Objective Prescription KPI/Standard Monitoring Mulching:  tolerance thresholds:  top up ornamental grit mulch twice single plants with leaf per annum spread of <50mm and  25 – 50 mm depth groups of no more 2 Weeding than 3 plants /m  weed monthly by hand or spot herbicide treatment  remove 95% of weed species

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Stitch (D3)

These linear landscape features are designed to ‘stitch’ the park into the surrounding community. Management aims: Visual and Use:  to link the Park into the surrounding urban area  to provide colour and interest in the urban environment

Biodiversity:  to establish and maintain herbaceous species diversity  to provide foraging areas for invertebrates and flowers that attract pollinators at different times of year  to contribute to and comply with ‘Parks, Squares and Amenity Space’ management objectives as defined in BAP

D3 Management Objectives and Prescription

Objective Prescription KPI/Standard M Monitoring Maintain as Cutting:  each meadow to  diversity of each colourful and  cut once to 50 mm in October to support 10 meadow area to be species rich February after seed drop species or more measured annually meadows  cut with brush cutters/strimmers  at peak flowering in May or June  minimum 50% of  leave arisings in situ for 48 hours the surface area  annual monitoring prior to removal in flower not to review fulfilment  compost arisings foliage of management aims Create and retain Grass cutting: 1 m offset on path edges  crisp path edge path offset  4 times per annum from late spring  full path width  Refer to BAP to early autumn accessible Annual Monitoring  50mm height Report  arisings to be removed and used as above

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18.5 Woodlands, Trees and Hedges

Native Woodland Hillock (W1)

Lowland, mixed, mainly native deciduous woodland with native/commonly naturalised ground flora, shrub edge planting and tall herb edge planting (grass/forb mix). Ground flora designed to provide colourful display and late flowering species typical to urban sites, such as Michaelmas daisy and honesty. Management aims:

Visual:  to create the pattern and form of small native woodlands characteristic of more urban sites in south east England  to create visual interest and seasonal variety  to create structure and movement in the landscape

Use:  landscape character and diversity

Biodiversity:  to establish characteristics typical of the bioregion including:  diversity of habitat (age classes, microhabitats, dead wood)  diversity of species (trees, shrubs, ground flora)  diversity of structure (canopy, under storey/shrub layer, ground flora)

W1 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Create semi-natural Coppicing:  create rotation of  plant diversity and woodland with well-  species: hazel, hawthorn, holly, temporary tree/shrub spaced canopy 75% field maple thickets and condition to be trees, varied under  coppice timings and extent to be glades inspected and storey and ground instructed by Park Manager recorded flora, to fulfil all annually; early management aims Thinning  development of spring for ground  tree species i.e. alder, ash, gean, wind firm, well flora and late elm plus the 25% of field maple not balanced canopy summer/early subject to coppicing trees – including autumn (before  works to be as instructed by Park future veteran leaf fall) for trees Manager trees and shrubs;  thin to remove weak specimens, written report with then to retain an even spread and recommendations species mix throughout total area for ecology,  long term aim to achieve 12 to 25 woodland mature standards/ha with structure and understory of uneven aged plant health replacements ( regeneration or under planting)  annual tree Woodland edge  when instructed l cut back of  biodiverse disease management to woodland edge planting mix woodland edge management create wildlife providing a inspections shelter/ food continuous range  Tree matrix data  cut one third of edge in sections of updated sources 10 to 25m long of structure, shelter and food

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Objective Prescription KPI/Standard Monitoring sources (nectar,  Refer to BAP berries etc) Annual Monitoring Report Treatment of  limited creation of habitat piles  compliance with arisings (interior of woodland) and BAP commitments Disease See Appendix 9; NB regular review of  annual management; ash is of particular importance inspections management of undertaken injurious and  records retained invasive weeds  appropriate action taken as per Appendix 9

Observations from 2018 site walkover:

 Low level input under current regimes. There are opportunities here to enhance this important visual amenity and biodiversity resource. Management by volunteers was discussed. Other areas need an instruction before cutting back can be undertaken; suggest that this should be activated to improve these areas throughout the year, and prior to their annual autumn cut back.

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Birch Stem Woodland (W2A)

Visually dramatic, single and multi-stemmed birch woodland, under planted with gean and English oak (for long term diversity) and sparse mixed ground flora (including forbs, grasses, ornamental bramble etc).

Management aims:

Visual:  to create a visually dramatic woodland dominated by the impact of single or multi stemmed birch trees  to create seasonal variety  to create structure and movement in the landscape

Use:  landscape character and diversity

Biodiversity:  provide diversity of habitat (age classes, microhabitats)  provide diversity of species (trees, ground flora)  provide diversity of structure (canopy, under storey, ground flora)

W2A Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring An open, visually Annual maintenance:  competitive  plant diversity permeable,  weed control – top up mulch as weeds kept to and woodland instructed less than 10% attractiveness, composed of  stake and tie maintenance – spring ground cover and tree/shrub dramatic multi-stem and autumn  stakes and ties condition to be birch of different  removal of stakes and ties when no provide support; inspected and canopy heights, longer required zero damage to recorded with occasional  trunk annually; early taller oak and wild  inspection (August) and  losses/replace-m spring for ground cherry standards. replacement (dormant season) ent: tolerance flora and late threshold – 10%: summer/early loss of birch; autumn (before 20% loss of oak leaf fall) for trees; and gean (only written report with applies to trees recommendations planted for less for ecology, than 2 years) woodland Coppicing and thinning  create uneven structure and  coppicing of birch as instructed aged mix of multi plant health  and single  coppice 10 % of birch stems in first stemmed birch  annual tree cycle to create multi stemmed trees to provide disease specimens long term impact management  inspections  selective thinning of birch to ensure  create skylights stability and form of retained stems, to enable  Tree matrix data increased light levels for ground selected oak and updated

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Objective Prescription KPI/Standard Monitoring flora and to create skylights to allow gean to grow on selected oak and gean to grow on  Refer to BAP for biodiversity as instructed Annual Monitoring  Report  select oak and gean to grow on favouring strong growing, well-formed specimens; 2 no. oak and 3 no. gean per woodland  excess oak and gean to be removed once they significantly shade out ground flora and/or reduce views into woodland Woodland edge Retain crisp margins adjacent to lawns,  formal edge management meadows and paths throughout  trim herbaceous/ground cover summer month edges monthly April – September inclusive  formative pruning of woodland edge to remove actual or potential overhanging branches without damaging integrity of tree form Treatment of  limited creation of habitat piles  compliance with arisings (interior of woodland) BAP commitments Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken

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Wooded Gullies (W3)

Native alder and shrub willows under-planted or seeded with a mix of native ground flora species including grasses and ferns. Land form and planting designed to enable filtered views through the gullies to the wider Park and venues, and to provide strong foliage textures when viewed from the lawns above. Herbaceous vegetation has been chosen for ease of maintenance i.e. to be attractive from spring to autumn without the need for cutting back during the growing season. The drier, upper gulley areas are planted with species of Deschampsia, Festuca and Origanum, while the damper, lower areas support plants with foliage texture or sculptural qualities such as royal fern.

Management aims:

Visual:  to provide strong foliage textures when viewed from the lawns above  attractive ground flora which reflects the gradients between drier banks and wetter gully bottoms  to enable filtered views through the gullies to the wider park and venues  create structure and movement in the landscape

Use:  provide landscape character and diversity

Biodiversity:  to provide diversity of habitat, species and structure  to provide diversity of woodland type  comply with ‘Tree and Shrub’ management objectives as defined in BAP to provide habitat for birds, bats, small mammals and invertebrates

W3 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Manage to create Coppicing:  create rotation of  plant diversity and an intermittent tree  shrub willows; exclude alder temporary tree/shrub canopy with alder thickets and condition to be  commence cycle when willows pre-dominant tree glades inspected and reach thicket stage species over the  maintain filtered recorded  coppice 20 % of each gulley in any herbaceous layer views annually; early one cycle; coppice stems in groups  maintain herb spring for ground of 3 to 10 to maintain filtered views layer flora and late but create varied structure summer/early Thinning of alders  create autumn (before  monitor canopy development; intermittent leaf fall) for trees; commence thinning if canopy closes canopy written report with  when canopy closes thin up to 25%  development of recommendations of alders to re- create intermittent wind firm canopy for ecology, cover. All coppicing undertaken as trees woodland instructed by the Parks Manager. structure and Ground flora Monitor ground flora for biodiversity and  target spp and plant health adjust coppicing/thinning regime if numbers ground flora insufficiently diverse;  annual tree Carex cut to 200mm in spring as disease instructed management

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Objective Prescription KPI/Standard Monitoring Woodland edge Woody or herbaceous material  create clear edge inspections management overhanging meadow or lawn edges to between different be cut back 3 times per annum in landscape types  Tree matrix data February, June (herbaceous only) and updated September Treatment of  limited creation of habitat piles  compliance with Refer to BAP Annual arisings BAP Monitoring Report commitments Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken

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Wet Woodland (W4)

Mixed, deciduous, native woodland, intended to be typical of poor draining and seasonally wet soils. Canopy mix is dominated by alder, birch and willow species and includes 100 black poplar trees, grown from cuttings taken from the site prior to development. Herbaceous ground layer (Carex with king cups, flag iris and pendulous sedge) aims to provide a long season of visual interest and continuous ground cover in spring and summer. The majority of species are shade tolerant, but include some species for edges and woodland glades. Viburnum opulus has been included as a woodland edge shrub for its fruiting display in August.

Management aims:

Visual:  to create the pattern and form of small native woodlands typical of poor draining and seasonally wet soils, characteristic of south east England  maintain key views from higher levels to the stadium and views within the North Park  vegetation patterns to reflect, visually, the water gradients through the woodland  create visual interest and seasonal variety in terms of trees, shrubs and ground flora  create structure and movement in the landscape

Use:  provide landscape character and diversity  children’s play

Biodiversity:  to establish characteristics typical of the bioregion including:  diversity of habitat, species and structure, reflecting the range of dry, seasonally wet or permanently damp substrates  comply with ‘wet woodland’ or ‘carr’ management objectives as defined in BAP to provide diversity of habitat for birds (kingfisher), otters, grass snakes and invertebrates  conservation of black poplars previously growing on the site

W4 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Create Coppicing: (As instructed)  create rotation  plant diversity and ‘semi-natural’ of temporary tree/shrub woodland structure  all shrub and understory species thickets and condition to be to fulfil all glades, maintain inspected and management aims views and retain recorded  commence cycle when shrub access to annually; early species reach thicket stage wildlife spring for ground  coppice 20 to 25% of each installations flora and late woodland area in any one cycle; summer/early range of ‘coupe’ size to be 5 to 25 autumn (before stools leaf fall) for trees and shrubs; Thinning – excluding black poplar  development of written report with  all tree species but excluding black wind firm, well recommendations poplar balanced for ecology,  canopy trees woodland  thin up to 15 to 20% of stems,  create future structure and selecting, weak specimens and veteran trees plant health aiming to create a spread of species  maintain views  annual tree throughout total area  promote a disease  long term aim to achieve 12 to 25 mosaic of dry

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Objective Prescription KPI/Standard Monitoring mature standards/ha with and wet management understory of uneven aged woodlands to inspections replacements (regeneration or highlight under planting) changes in  Tree matrix data Thinning of black poplar topography and updated  at canopy close, thin to a maximum moisture of approx. 8 specimens in each gradients  Refer to BAP woodland area and include both Annual Monitoring male and female Report Pruning and Pruning:  in accordance pollarding  formative pruning/removal of with good epicormic growth on crack and white horticultural/ willows arboricultural Pollarding practice  pollard up to 5 willows close to water’s edge in each woodland area  commence when stem diameters reach 100 – 250 diameter Woodland edge  3 year rotational cut back of  biodiverse management to woodland edge (approx. 2m width) woodland edge create wildlife (exclude any pollards) providing a shelter/food  strim or use brushcutter continuous sources range of  cut one third of edge per annum in structure, sections of 20 to 30m long shelter and food sources (nectar, berries etc) Ground flora Monitor ground flora for biodiversity:  target spp and  adjust coppicing/thinning regime if numbers ground flora insufficiently diverse  Carex spp to be cut back up to one maximum of one third area on 3 year cycle as required, to create mosaic Treatment of  Limited creation of habitat piles  compliance with Arisings (interior of woodland) BAP  ‘grass snake compost heaps’ within commitments or near woodland but away from public access  any surplus/small diameter material chipped for composting and re-use on site Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken Access Tolerate informal routes (eg to key  damage made viewpoints) safe within 24 Monitor for inappropriate usage, hours damage

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Valley Side Woodland and Woodland Buffer Planting to Road Verges (W5)

Mixed, deciduous, native woodland of fast growing native species, designed to create a green buffer adjacent to road and rail lines.

Management aims:

Visual:  to create the pattern and form of small native woodlands characteristic of more urban sites in south east England

Use:  to create a thick woodland screen to roads and related infrastructure  provide landscape character and diversity

W5 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Manage to create a Coppicing: (As instructed).  create rotation of  plant diversity and permanent, diverse  all shrub species temporary tree/shrub structure of canopy  commence cycle when shrub thickets and condition to be and understorey, species reach thicket stage glades inspected and whilst maintain  maintain filtered recorded annually  coppice 25 % of each woodland dense woodland views in late area in any one cycle; coppice screen at all times  maintain herb summer/early stems in groups of 3 to 6, evenly layer autumn (before distributed throughout each leaf fall); written woodland and to ensure screening report with function is maintained at all times recommendations Thinning  create for ecology,  thin 15 to 20% of stems, selecting, in intermittent woodland order of priority, weak specimens, canopy structure and even spread throughout total area  development of plant health wind firm canopy

trees  annual tree  long term aim to achieve 12 to 25 disease mature standards/ha with management understory of uneven aged inspections replacements ( regeneration or under planting)  Tree matrix data Treatment of  limited creation of habitat piles  compliance with updated arisings sustainability and BAP  Refer to BAP commitments Annual Monitoring Report Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken

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North Hub Hazel Copse (NHHC)

Hazel coppice with woodland ground flora located in the North Hub providing an area for play, exploration and education and incorporating features willow sculptures.

Management aims:

Visual:  to create a small hazel coppice woodland  managed to incorporate glades, paths, willow pods and tunnels and to encourage exploration and adventure  create visual interest and seasonal variety (trees/shrubs and ground flora)  create structure and movement in the landscape

Use:  natural play, exploration and discovery, in particular for younger children  creative play and exploration with natural dens, willow pods and tunnels as living illustrations of succession  to create opportunities for education and learning through Forest Schools

Biodiversity:  to provide native coppice woodland habitats with a rich ground flora  to provide invertebrate habitat ‘bug hotels’

NHHC Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Manage coppice Coppicing:  maintain mixed  plant diversity and woodland to coppice structure tree/shrub develop a diverse  coppicing as instructed with one with woodland condition to be woodland structure third of woodland coppiced during ground flora inspected and through cyclical each operation  paths clear and recorded management  coppiced material to be stacked access annually; early and stored in a suitable location for maintained at all spring for ground use in den building and other times flora and late activities summer/early Management of  weave new growth (June) into  pods and tunnel autumn (before willow pods and structures to strengthen maintained in leaf fall) for trees tunnels appearance and density of walls safe and and shrubs;  prune willow pods and tunnels accessible written report with annually (January/February) to condition recommendations promote new growth and dense  dense branch for ecology, cover cover and woodland  top up mulch as instructed sculptural structure and structure plant health retained at all times  annual tree  90% mulch cover disease to be maintained management at all times. inspections Ground flora  adjust coppicing/thinning regime if  compliance with ground flora insufficiently diverse BAP Refer to BAP Annual  over seeding of worn areas as commitments Monitoring Report required Disease See Appendix 10  annual management inspections undertaken

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Objective Prescription KPI/Standard Monitoring  records retained  appropriate action taken

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Specimen Trees

Specimen trees are located throughout and are an integral part of the landscape structure, reflecting the changing character of the Park and provide seasonal interest and a variety of function including shade trees, avenue trees, riverine trees and boundary trees.

Management aims:

Visual:  to create visual interest, structure, focal points, movement, seasonal and horticultural interest (e.g. flowers, fruits, texture, shape etc)  creating and reinforcing the character of different areas, park entrances etc

Use:  shade and shelter  art installations  wayfinding  temporary landscapes prior to development of interim development zones

Biodiversity:  to extend and enhance habitat diversity in a variety of different areas

Specimen Trees Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Pruning  in accordance  tree condition to with good be inspected and arboricultural recorded annually  removal of epicormic growth on practice in late crack and white willows summer/early  in accordance autumn (before with good leaf fall); written horticultural report with practice recommendations Mature tree maintenance  in accordance for actions;  annual inspections (with report and with good particular recommendations) of mature trees, arboricultural reference to carried out by arboricultural ranger practice health and safety,  assess need for removal of structure and branches overhanging water ways,  annual plant paths and roads inspections health/disease  assess bank stability with undertaken control reference to mature riparian sycamores; action as required  records retained  Tree matrix data  action other recommendations as updated required  appropriate action taken Surrounding hard surface:  See hard  repair and maintain Cedec as landscape required prescriptions  leaf sweeping  see Litter and Cleansing prescriptions Trees in containers and hard surfaces  all trees in good  Feeding: annual application of condition and fit nitrogen only fertiliser for purpose  Irrigation: irrigation to field capacity - no irrigation if temperature likely to fall below 4°C  Aeration: annually by hand

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Objective Prescription KPI/Standard Monitoring (containers only)  Support and stability: inspect in spring and autumn and prune/provide support, as required  Maintenance of container bedding: cut back/replace as required Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken

Observations from 2018 site walkover:

 Tibetan Cherry has not done well site-wide, and especially by water play area. Review overall stock.  Tree survey has been carried out for whole Park and is due out autumn/winter 2018

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Native Hedges (W6)

The beech hedge located in the North Hub area provides containment, wildlife habitat and an ecological corridor.

Management aims:

Visual:  to create visual interest and seasonal variety  to create structure in the landscape

Use:  enclosure

Biodiversity: to establish characteristics typical of the bioregion including:  provision of habitat  wildlife corridor

W6 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain Weeding  invasive weeds  condition to be hedgerows to kept to less than inspected and  Top up mulch as required ensure they fulfil 50% ground recorded annually relevant  Hand weed as required to remove cover in late management aims bindweed and other climbers summer/early  losses/replacem autumn (before ent: tolerance leaf fall); written threshold - report with maximum 10% recommendations loss for ecology, Trimming:  fit for purpose structure and  to required height and width plant health annually in Autumn Refer to BAP  shape of hedge – rectangular Annual Monitoring profile (flat top) Report

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18.6 Waterways

River and Canal Network

The River Lea forms the core of the Park and provides a continuous link with the upper and lower Lea Valley. The river is a defining characteristic of the park and fulfils important visual, ecological and drainage functions. The section of river which lies within the north Park is in shared ownership between LLDC, with responsibility for the western bank, and LVRPA, for the eastern bank.

Management aims:

Visual:  to provide an attractive and varied waterscape  to maintain and enhance the landscape character of the Lea Valley  to create and enhance views and create visual interest and movement

Use:  landscape character and diversity  softening and greening of river edges  sustainable drainage including balancing and cleansing capability to assist the control and treatment of surface water run-off  angling

Biodiversity  to maintain and enhance a variety of riverine and wetland habitats  to contribute to and comply with the 2013

BAP

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River and Canal Network Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Security and Safety Provision of Water Warden Service with  daily; daylight  daily monitoring of radio links to Security and Help desk hours, min 8 river safety and hours per day cleansing extended to 16 requirements hours May to September  monitoring of Maintenance, servicing or replacement  in accordance Invasive weeds of water safety equipment with RoSPA guidelines  weekly status Cleansing Planned maintenance:  daily reports  removal from water course (bank to bank) of floating litter, debris, fly tipping, surface weeds, and animal carcasses  regular cutting of bed weed  monthly  vegetation clearance from river  Annually walls  jet washing marker and mooring  As required piles and other structures  opening and closing of security  As required booms/barriers.  monitor for and control presence of  weekly status invasive weeds; remove using reports mechanical/biological means  invasive species controlled within 1 month of reporting Reactive Maintenance  additional checks after extreme  checks within 24 weather conditions hours of extreme weather incident

 removal of dead fish during/after  daily during periods of low water quality appropriate period  containing and clearing up limited  within 24 hours of pollution incidents using spill kits incident reported and booms Reedbeds – see WE1 below

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18.7 Wetlands, Ponds and Swales

Swales (S1)

The swales form a network of linear sustainable drainage features, transporting surface water run-off from adjacent areas to the river. The swales form colourful strips of taller vegetation through the surrounding wildflower meadows, and incorporate check dams, constructed from recycled granite stone blocks, to interrupt the flow of water and create different moisture gradients. Planting reflects these changing conditions.

Management aims:

Visual:  colourful strips of taller vegetation through the surrounding wildflower meadows  visual interest and seasonal variety  structure in the landscape

Use:  provision of sustainable drainage  controlling surface water run-off from adjacent areas to the river to maximise infiltration and prevent flooding, erosion, siltation, etc

Biodiversity:  to create diversity of habitats and species  to create micro habitats through use of different moisture gradients  to comply with BAP wetland targets

S1 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain Inspect and retain integrity of check  retain sufficient  plant diversity and sustainable dams and adjacent ground areas: vegetation to condition to be drainage functions prevent scour inspected and  carry out four times per annum and and washout at recorded twice after heavy rain events time of annually in early  repair as required inundation spring and late Manage for Cut back vegetation:  maintain species summer/early biodiversity and  cut back invasive or aggressive diversity, autumn; written visual aims herbaceous and/or woody growth vegetation report with  cut back no more than 25% of the structure, and recommendations swale area in any one year prevent for ecology,  use strimmer or brush cutter scrubbing over of woodland  check for and remove all non-native swale structure and species at each maintenance visit  zero tolerance of plant health non-native species  Refer to BAP Annual Monitoring Report

Observations from 2018 site walkover:

 Swales have been cut in November for the last two years. Consider a spring cut as an alternative in 2019 and review.

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Frog Ponds (WE2)

One pond is retained and two relocated from previous positions. The ponds provide important habitat features, with a diversity of landform, moisture levels and planting to attract reptiles and provide visual stimulation. The vegetation is dominated by a mix of sedges, with wild flower dominated turf on the drier edges, and a mix of low canopy species, with occasional emergents on wetter edges, to provide a relatively transparent but multi-layered canopy.

Management aims:

Visual:  landscape features  visual interest and seasonal variety  landscape diversity and character

Use:  provision of sustainable drainage  balancing capability to assist the control of surface water run-off

Biodiversity:  to extend and diversify the range of wetland habitats  to diversify landform, moisture levels and planting to attract reptiles and amphibians  to comply with BAP wetland targets

WE2 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain water Frog ponds 1 and 2  pond  water levels to be levels  manage water levels to ensure continuously wet checked weekly drying out is restricted to summer from September months to May  plant diversity and inclusively condition to be Frog pond 3  depth maintained annually in late  permanent water; operate feed at approx. 2.5m summer/early valve (valve chamber located under AOD autumn; written footpath) to maintain water levels report with Management for Cut out invasive or excessive vegetation  compliance with recommendations habitat growth on 5 year cycle: BAP for ecology, enhancement; bank  clear no more than 30% of pond in commitments drainage, plant management to any one year health and create ‘transparent  clear ponds on rotation; no more presence of but multi-layered than one pond in any year non-native canopy’  work to be carried out in autumn species  and arisings to be left on banks for 72 hours (to allow fauna to return to  Refer to BAP pond) prior to removal Annual Monitoring  control invasive and non- native Report species on annual basis where required

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Objective Prescription KPI/Standard Monitoring  following inundation, inspect and remove excessive vegetation and non-native species Bank vegetation management:  mow 5m buffer zone  mow monthly to 50mm; arisings let fly; no arising in water body Management of log piles and artificial habitat features  annual maintenance

Observations from 2018 site walkover:

 Issue with water supply to pond 3 noted. Ponds largely dried out over the summer of 2018. This is not consistent with BAP requirements. Works to improve ponds are to be staggered over 5 years from 2018.

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Reedbeds (WE1)

The reedbeds were planted to form a constant and broad swathe of wetlands along the river channel. The Games time aim was to use stands of common reed species to create strong ground patterning when seen from above, with purple loosestrife and iris to provide colour and texture. These patterns will diminish and disappear as the vigorous reed species grow out into other areas.

Management aims:

Visual:  typical lowland wetland features important to the character of the Lea valley  visual interest  landscape diversity

Use:  softening and greening of river edges  balancing capability to assist the control of surface water run-off

Biodiversity:  to extend and diversify the range of wetland habitats  to comply with BAP wetland targets

WE1 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain stability Annual inspection by specialist staff  banks  plant diversity and and structure of  check structural conditions of maintained in a condition to be river banks channel banks safe and monitored  requirements for adjustment of accessible annually in late vegetation management (area and condition summer/early species mix) autumn; written  operations as required report with River cleansing Removal of wind-blown and waterborne  daily checks recommendations rubbish and debris as required for ecology, Vegetation Reed cutting to maintain water channels  compliance with drainage, management for if required BAP structural river flow and  cut back maximum of 20% in any commitments requirements, habitat diversity one year plant health and  cut areas to be located as required; presence of aim to retain open water channels, non-native create narrow open water channels species between stands of reeds, reduce over invasive species, create a  Refer to BAP patchwork of reeds at different Annual Monitoring stages of development Report

Observations from 2018 site walkover:

 Noted that corporate volunteers have planted 3000 no. new reed plants

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18.8 North Hub Succession Garden (NHSG)

The Succession Garden will be an attractive element of the play environment and one where children are invited to explore the different plant groups, their colours, smells, sounds, scale and varying forms. It will provide rich play value and also give children a sense of time, seasonality and successional change. The garden will provide an illustration of succession through grassland and meadow, herbaceous, scrub and tree planting.

Management aims:

Visual:  transition from grassland through herbaceous to shrubs and scrub and ultimately forest  an exploration of the changing texture, colours, smells and character of the plant succession

Use:  the landscape framework to the play areas incorporating paths and play features  learning – a representation and illustration of natural plant succession and seasonality  natural play and exploration for all with planting designed to stimulate the senses of touch, smell, site and sound

Biodiversity:  to provide an illustration of the concept of plant succession and an educational resource  to contribute to and comply with ‘Park, Squares and Amenity Spaces’ management objectives

North Hub Succession Gardens Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring To maintain the Cutting:  retain existing  inspect in spring transition through  cut in January spp mix and and autumn to the Succession  cut with brushcutters layout annually review fulfilment of Garden  cut to 75 – 100 mm or adjust on 3 or management aim  compost arisings 5 year cycle. Ornamental  monitor impact of mollusc pests and Grasses and review need for biological control or herbaceous organic slug pellets  cut back margins 4 times per annum to retain crisp edge Weeding  tolerance  weed monthly by hand or spot thresholds: herbicide treatment single plants with  remove 95% of weed species leaf spread of <50mm and groups of no more than 3 plants /m2 Thinning/lifting/replanting  maintain  to retain balance of spp and renew designed as required vegetation cover Mulching and species mix  top up mulch twice per annum to 50 mm depth

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Objective Prescription KPI/Standard Monitoring Scrub Coppicing:  maintain mixed coppice structure  cyclical coppicing on a 3 to 5 year with woodland cycle with one third of scrub ground flora coppiced every 3 years  paths clear and  coppiced material to be stacked and access stored in a suitable location for use maintained at all in den building and other activities times Scots pine Mature tree maintenance  in accordance  tree condition to woodland  annual inspections (with report and with good be inspected and recommendations) of mature trees, arboricultural recorded annually carried out by appropriately practice in late qualified arborist summer/early  assess need for removal of  annual autumn (before branches overhanging water ways, inspections leaf fall); written paths and roads undertaken report with  assess bank stability with recommendations reference to mature riparian  records retained for actions; sycamores; action as required particular  action other recommendations as  appropriate reference to required action taken health and safety, Disease See Appendix 10  annual structure and management inspections plant undertaken health/disease  records retained control  appropriate action taken

Observations from 2018 site walkover:

 Grasses doing well and offer an effective display.  Broom has become over dominant and is being cut back hard.  Clump of grass around the Cross and Cave sculpture needs reduction or replacement with alternative planting to allow views of the base of the sculpture.

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18.9 Tumbling Bay Play Areas (NHP1 and 2)

The play areas provide a range of opportunities for children of all ages to explore, challenge themselves, play and learn and which mirror the succession themes within the landscape.

Sand and Water Play Area (NHP1): the design concept for the sand and water play area has two principal components:  the source of the river and its naturalised form set within a planted river valley  the industrial canalisation of the river

Pine Forest Play Area (NHP2): the Pine Forest play area provides a challenging environment for older children with a range of high walks, platforms and climbing equipment set in a pine forest setting.

The play areas provide a bespoke and complicated play environment. The prescriptions below set out the principles and standards to be delivered in the management and maintenance of the play areas. Details and frequencies for checks, tolerance levels and remedial works for the individual structures and equipment are described in ‘The North Park Hub External Works O&M Manual (July 2013).

Management aims:

Visual:  transition from grassland through herbaceous to shrubs and scrub and ultimately forest  an exploration of the changing texture, colours, smells and character of the plant succession

Use:  the landscape framework to the play areas incorporating paths and play features  learning – a representation and illustration of natural plant succession and seasonality

 natural play and exploration for all with planting designed to stimulate the senses of touch, smell, site and sound

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NHP1 and 2 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Implement a Inspections  equipment and  daily, schedule of safety  daily(Mon – Fri) routine visual component parts quarterly inspections to inspection - to identify various inspected and and annual ensure play hazards resulting from vandalism, maintained in inspections equipment is extreme weather etc; inspection accordance with maintained in a safe carried out through simple tests manufacturer’s and serviceable  Monthly operational inspection - maintenance condition. more detailed inspection to check instructions. the operation and stability of equipment, especially for wear  equipment is in a  annual inspection - to establish safe condition, fit for overall level of safety of equipment, purpose foundations and surfaces; equipment with moving parts  in accordance with checked twice a year Appendix 11 and  routine maintenance, checks and agreed Play Risk inspections – to be carried out in Assessments accordance with the requirements of the Joint Assessment included as Appendix 11 Play bark, pine Inspections  surfaces are needle and play  daily checks to remove any debris, maintained in a safe sand sharps and glass, with regular and serviceable checks throughout the day during condition at all times busy periods  top up play bark, pine needle and play sand levels as required Woven willow Maintenance  dense branch cover fencing  weave new growth into structures to and sculptural strengthen appearance and density structure retained at of walls all times

 prune willow pods and tunnels annually to promote new growth and dense cover

Water Play Feature Maintenance  in accordance with  annual  weekly check of functionality of Appendix 11 servicing of boost-a-break set  re-test control panel Boost-a-  monthly checks and adjustment of to BS7671 break set playground pump units  monthly checks and adjustment of play pump valves  monthly checks of control panel/water limiter units  water, electrical and drainage service checks  quarterly drain, strip and clean sand traps  cleansing of paved areas  annual strip service of playground pumps

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19 SOUTH PARK GREEN INFRASTRUCTURE

This section details the overarching management principles for the soft landscape of the South Park.

Each landscape type is considered separately and Plan 16, below, provides an overview of all the typologies in the South Park. A brief description is provided for each landscape type, followed by a statement of its management aims and a location plan. A second table provides specific landscape management objectives and prescriptions for achieving those objectives. Notes are also provided on performance indicators and monitoring to enable the success of the management regime to be assessed. The specifications can then be amended or updated as part of the Park Management Plan’s annual review.

Images are also included to show existing elements and landscape typologies in the South Park.

In addition to the Grounds and Horticultural Manager, the key personnel within the current idverde staffing structure who will be involved in management decisions are:

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Plan 16: South Park Landscape Typologies

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19.1 Lawns and Grassland

Amenity Lawn (L0)

These lawns are designed for regular leisure, recreation and event use and are characterised by a mix of grass species designed to provide a hard wearing, dense grassy sward which can withstand regular use.

Management aims: Visual:  to provide high maintenance, hard wearing, recreational lawns which complement the ornamental South Park landscape Use:  to provide for regular informal recreational use and event use

L0 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain high Grass cutting:  sward maintained  inspect after each maintenance event  remove surface stones exceeding at between 25 – event to identify lawn 25mm in any dimension 40 mm necessary repairs  cut sward to maintain to a height of  sward cover between 25 - 40mm maintained at  inspect in spring  remove arisings to compost facility 100% and autumn to Other treatments: review fulfilment  scarification in early winter to of management remove thatch and dead grass in aim (event use) November  aeration (spiking) in spring  top dressing following aeration  fertilisation after top dressing, with further applications (up to a maximum of 3 no.) as required through the growing season  edging adjacent to paths, hard surfaces and service inspection covers  Weed control to maintain 95% grass species Repair damage  scarification and aeration from recreation  apply ammonium nitrate fertiliser if required  reseeding/turfing

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19.2 Meadows

Perennial Meadows (M1)

Designed as visually exciting meadow areas using a mix of ornamental and native species (including grasses) which will increase biodiversity as well as create visual interest and echoes of the North Park. Management aims: Visual: to provide colour, drama and excitement to the peripheries of the South Park landscape

Use:  as visual components to the landscape  key feature in interpretation material  volunteer options

Biodiversity:  to establish and maintain species-rich swards of differing character, including plants that support invertebrate larvae and flowers that attract pollinators at different times of year  to contribute to ‘Species Rich Grasslands’ management objectives as defined in BAP

M1 Management Objectives and Prescription

fodder/pet bedding (subject to dog  Refer to BAP fouling issues) Annual Monitoring Weeding: As instructed. Report  patch forming, invasive species to be removed Repair/replace:  create/match  reseeding/plug planting in autumn desired species as required mix Create and retain Grass cutting: 1 m offset on path edges  crisp path edge path offset  4 times per annum from late spring  full path width to early autumn accessible  50mm height  arisings to be removed and used as above

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Verge/Meadow and Native Shrub Planting (M2)

Areas of herbaceous and grass verge with clumps of mixed deciduous, mainly native tree and shrub planting designed to create a green buffer along the southern and south western boundaries of the Park. Management aims: Visual:  to create informal meadows  to create the pattern and form of small native copses characteristic of more urban sites in south east England Use:  to create green buffers to the Greenway and Park boundaries  to provide landscape character and diversity  to create green links to adjacent landscapes and habitats Biodiversity:  to provide diversity of habitat, species and structure  to provide diversity of woodland type  comply with ‘Tree and Shrub’ management objectives as defined in BAP to provide habitat for birds, bats, small mammals and invertebrates

M2 Management Objectives and Prescription

Objective Prescription KPI/Standard M Monitoring Meadow: Cutting:  each meadow to  diversity of each Maintain as  cut once to 50 mm in October to support 10 species meadow area to colourful and February (or as required to meet or more be measured species rich BAP targets) after seed drop  at peak flowering annually in May or meadows  cut with forage harvester or brush minimum 50% of June cutters/strimmers the surface area in  leave arisings in situ for 48 hours flower not foliage  annual monitoring prior to removal to review  compost arisings fulfilment of Weeding: management  patch forming, invasive species to aims be removed Repair:  create/match  Refer to BAP  reseeding/plug planting in autumn desired species mix Annual Monitoring Report as required Create and retain Grass cutting: 1 m offset on path  crisp path edge path offset edges:  full path width  4 times per annum from late accessible spring to early autumn  50 mm height  arisings to be removed and used as above Specimen trees See 20.4 ‘Specimen Trees’ below

Tree and shrub Coppicing:  create rotation of  plant diversity planting: manage  shrub species only temporary thickets and tree/shrub to create a and glades condition to be  commence cycle when shrub Permanent, inspected and species reach thicket stage as diverse structure of recorded instructed canopy and annually in late  coppice 25 % of each woodland understorey summer/early

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Objective Prescription KPI/Standard M Monitoring area in any one cycle; coppice autumn (before stems in groups of 3 to 6, evenly leaf fall); written distributed throughout each area report with Treatment of  limited creation of habitat piles  compliance with recommend-atio arisings sustainability and ns for ecology, BAP commitments woodland Woodland edge  Woody material overhanging path  maintain path structure and management edges to be cut back as required accessibility plant health Disease See Appendix 10  annual inspections management undertaken  annual tree  records retained disease  appropriate action management taken inspections

 Refer to BAP Annual Monitoring Report

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Tussocky Grassland (M3)

Designed to create all year round structure, colour and variety along the slopes adjacent to City Mill River and along the Greenway in the south of the park. Management aims: Visual and Use:  to provide colour, variety, structure and year round interest  to create landscape interest adjacent to river side walk and the Greenway

Biodiversity:  to establish and maintain species-rich swards of differing character, including plants that support invertebrate larvae and flowers that attract pollinators at different times of year  areas of tall vegetation where invertebrates can overwinter and spiders can build webs  to contribute to ‘Species Rich Grasslands’ management objectives as defined in BAP

M3 Management Objectives and Prescription

Objective Prescription KPI/Standard M Monitoring Maintain as Cutting:  each meadow to  diversity of each colourful and  cut once to 50 mm in October to support 15 meadow area to be species rich February (or as required to meet species or more measured annually meadows BAP targets) after seed drop in May or June  selected areas (including some meadow margins) cut in September  annual monitoring on 2 or 3 year rotation to leave over to review fulfilment wintering vegetation of management aims  cut with scythes or brush cutters  cut to 75mm  Refer to BAP  remove arisings from tussock grass Annual Monitoring areas immediately; leave arisings in Report situ for 48 hours prior to removal  compost arisings or use as fodder/pet bedding (subject to dog fouling issues)  remove arisings to compost facility Irrigation as required to maintain  to prevent horticultural qualities and visual impact moisture stress, wilting and foliage scorch Weed control: As instructed.  remove 95% weed species and 100% invasive clump forming grasses Repair:  create/match  reseeding/plug planting in autumn desired species as required mix Specimen trees See 20.4 ‘Specimen Trees’ below Management of Weed control: top up mulch as  competitive  condition to be shrubs instructed weeds kept to inspected and less than 80% recorded annually ground cover in late

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Objective Prescription KPI/Standard M Monitoring summer/early Coppicing:  create structural autumn (before  shrub species only diversity leaf fall); written  commence cycle when shrub report with species touch crowns as instructed recommend-ation  s for ecology,  coppice 1 in 5 stems in any one structure and cycle plant health  coppiced material to be stacked and stored in a suitable locations as  habitat condition habitat piles survey in 2014  all other arisings to be chipped for composting and re-use on site

Observations from 2018 site walkover:

 Area South Plaza before diamond bridge: Bank to City Mill River very weedy – fat hen, ragwort, sow thistle. Impacts on views to stadium and overall landscape quality. Consider early spring cut plus 2/3 further cuts over the season to maintain a neater appearance.

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Stitch Planting (D3)

These linear landscape features are designed to ‘stitch’ the park into the surrounding community and to buffer and mitigate the impact of the development platform hoardings. Management aims: Visual and Use:  to link the Park into the surrounding urban area  to provide colour and interest in the urban environment  to enhance areas adjacent to development platform hoardings

D3 Management Objectives and Prescription

Objective Prescription KPI/Standard M Monitoring Maintain as Cutting:  each meadow to  diversity of each colourful and  cut once to 50 mm in October to support 10 meadow area to be species rich February (or as required to meet species or more measured annually meadows BAP targets) after seed drop  at peak flowering in May or June  cut with forage harvester or brush minimum 50% of cutters/strimmers the surface area  annual monitoring  leave arisings in situ for 48 hours in flower not to review fulfilment prior to removal foliage of management  compost arisings aims Weeding: As instructed.  patch forming, invasive species to  Refer to BAP be removed Annual Monitoring Repair/replace: As instructed.  create/match Report  reseeding/plug planting in autumn desired species as required mix Create and retain Grass cutting: 1 m offset on path edges  crisp path edge path offset  4 times per annum from late spring  full path width to early autumn accessible  50mm height  arisings to be removed and used as above

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19.3 Gardens and Ornamental Planting

Carpenter’s Lock (O2)

The dramatic landscape around Carpenter’s lock uses meadows and specimen pine trees to define and enhance the slopes and steps leading down to the two bowls or amphitheatres created around the lock basin.

Management aims: Visual:  to enhance and highlight the drama created by slopes, steps and bridge architecture  to create colour and interest Use:  to create a dramatic area for picnicking and cultural events  key feature in interpretation material

 to contribute to and comply with ‘Species Rich Grasslands’ management objectives as defined in BAP  to contribute to and comply with ‘Parks, Squares and Amenity Space’ management objectives as defined in BAP

O2 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain as Cutting:  each meadow to  diversity of each colourful and  spring meadows – cut in June support 15 meadow area to species rich  summer meadows cut in species or more be measured meadows September/October after seed drop annually in May or  cut with scythes or brush cutters June  cut to 50-75mm  leave arisings in situ for 48 hours  annual monitoring prior to removal to review  compost arisings or use as fulfilment of fodder/pet bedding management Repair/replanting:  create/match aims

 reseeding/plug planting in autumn desired species as required mix  Refer to BAP Annual Monitoring Irrigation as required to maintain  to prevent Report horticultural qualities and visual impact moisture stress, wilting and foliage scorch Weeding  tolerance  weed as required by hand or spot thresholds: single herbicide treatment plants with leaf  remove 95% of weed species spread of <50mm and groups of no more than 3 plants /m2 Specimen trees See 20.4 ‘Specimen Trees’ below

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Observations from 2018 site walkover:

 Maintenance of banks is difficult. Gabions can only be accessed once p.a. using harness  Overall review of planting recommended. The seeding has not been entirely successful. Use of yellow rattle would help to reduce dominance of grasses. Area would benefit from simpler, low planting underneath the pine trees. Consider use of planting which will complement/contrast with the Poppy Bank and create a “wow” factor at a different time of year. This area may also lend itself to “garrigue” style planting. Consider also addition of bulbs for summer interest.  Poppy Bank - has benefited from 3000 plant replacements put in by volunteers. Currently partly fenced off as part of a construction area. This has impacted on the top half of the bank. Fencing/materials also observed to be within RPA of existing trees, with the potential for harm to long term tree health. Balfour Beatty should make good post-construction works.

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2012 Gardens - Ornamental and Herbaceous (O3)

The 2012 Gardens formed a key part of the Games time landscape and continue to provide horticultural excellence and display; herbaceous plants are grouped to represent different continents and provide magnificent colour, form and interest. Management aims: Visual:  to provide outstanding gardens on the slopes above the Water Works River  to create colour and interest in all seasons  to inspire and excite visitors to the Park

Use:  to provide a river side walk  to provide high calibre horticultural interest  to create a contrast between the social, active and eventful South Park Plaza above and the quieter, lower key lawns along the Water Works River below  key feature in interpretation material

Biodiversity:  to establish and maintain species-rich planting of differing character, which will support a range of invertebrates and flowers that attract pollinators at different times of year  to contribute to and comply with ‘Species Rich Grasslands’ management objectives as defined in BAP  to contribute to and comply with ‘Parks, Squares and Amenity Space’ management objectives as defined in BAP

O3 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain gardens to Pruning (shrubs):  retain existing spp  weekly mollusc high horticultural  prune when required to encourage mix and layout monitoring in standards healthy and bushy growth, annually or adjust spring /summer/ desirable ornamental features ( on 3 or 5 year wet weather flowers, fruit, autumn colour, stem cycle  planting fit for colour etc) and to remove dead/  annual dying/ diseased wood purpose and displaying desired monitoring to  Time of year (principles): horticultural review fulfilment o Winter flowering shrubs: spring features of management o Shrubs flowering in March -  pruning to be in aims July: immediately after the accordance with flowering an agreed Method o Shrubs flowering in July - Statement October: back to old wood in winter  cut with appropriate hand tools in accordance with good horticultural standards  compost arisings Cutting back of herbaceous material  prune back herbaceous plants to

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Objective Prescription KPI/Standard Monitoring ground level from early February according to garden and species requirements and remove all arisings  remove the seed heads to prevent migration of seed to areas where not required  grooming or combing of evergreen grasses in early Spring Monitor impact of mollusc pests and review need for biological control or organic slug pellets Thinning/lifting/replanting  To reduce dominance, in particular of grasses (Europe and Africa) and asters (Americas) to retain balance of spp and renew as required Mulching:  tolerance  top up ornamental grit mulch every thresholds: single three years or as required to ensure plants with leaf depth of 25 – 50 mm spread of <50mm Weeding and groups of no more than 3  weed regularly by hand or spot 2 herbicide treatment; removal of plants /m weeds prior to seeding is critical

Irrigation as required to maintain  to prevent horticultural qualities and visual impact moisture stress, wilting and foliage scorch Feeding:  apply fertiliser only if required Wind breaks: protect wind guards/breaks, over winter, as required Box hedge trimming Trimming:  fit for purpose and  to existing height and width three as designed time per annum between May and October  shape of hedge – rectangular profile (flat top)

Observations from 2016 site walk

Europe  Arrhenatherum/Deschampsia grasses – thin by one third

Americas  Thin to remove white asters

Africa  Could cut grasses back frequently – up to 3 times pa. Eragrostis could divide to thin  Mimosa – reduce crown weight. Seedlings

Asia  Perscaria – divide/separate to thin

Observations from 2018 site walkover:  Overall, beds have survived well in view of the exceptionally hot and dry summer of 2018. However, review overall approach to irrigation. GM team has irrigated by hand over the summer. However, give consideration to use of dripline irrigation to be used as weather conditions dictate. Alternatively, consider introduction of wider range of drought-tolerant species. Soil is very free-draining.

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 General comments on the more complex horticultural beds: o these would benefit from some increased variety in planting to create more height, colour and enhance structure o In some areas there is a predominance of yellow. o Echinacea (iconic plant within the Park) is becoming overwhelmed by other planting o It is suggested that a planting palette should be developed by the original designers to provide park managers with a basis for limited additional planting to address the various issues noted and enable plantings to look good in and survive both wet and dry annual climate conditions. Hardiness was also seen as a potential problem so this also needs to be considered in choice of species. Control of over invasive spp will also need to be considered (cutting back, thinning etc). o The need for a ring fenced plant replacement budget was discussed, perhaps based on a suitable % of the overall maintenance costs.  Europe: “Chelsea Chop” carried out in May 2018. Has improved appearance of Stipa agrostis – much finer. Proposal is to repeat in 2019 (possibly in April, as this is a sheltered area) and again review. Area would benefit from addition of a few tall perennials or tall spring bulbs scattered in the mix to extend the season of interest, as this area is designed to be at its peak from July onwards.  Thinning carried out in October 2017 and again in March 2018. Peak time is July-August. Consider use of spring bulbs for a wider season of interest. Buxus hedging in good condition – is being cut x 2 p.a and probably does not need more than this. Some species appear overdominant (Solidago). Aster very reliable. Area would benefit from re-establishment of groupings, e.g. Heuchera with Rubeckia – shadier areas seem to suit these species  Southern hemisphere: crown lifting of Acacias has been beneficial by reducing shade at ground level and exposing attractive multi stem feature. Use of gravel underneath forms a good contrast with surrounding dense planting.  this area has lost some of its original interest by becoming overdominated by grasses. Consider thinning grasses and regrouping Kniphofia into clumps of 50 (not 5). Consider removal of Stipa calamagrostis, which is from the European garden. Consider use of Verbena bonariensis, also Agapanthus, Crocosmia, Galtonia for added height and interest.  Asia: Persicaria polymorpha is not functioning well. Consider removal. Front edge of bed could be improved with greater diversity of planting. General need for increased variety. Japanese anemones have declined considerably. The area beyond the lifebuoy is especially poor in species. Option to mulch, plant into it and carry out species review. Seek planting palette advice from original designers  All cherries have been crown lifted to improve light at ground level.

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South Plaza – Herbaceous Ribbons (O4)

The Planting Ribbon is a linear feature which enfolds a series of interconnected rooms intended for events, attractions, play, leisure and socialising. Planting consists of a diverse range of tall grasses and herbaceous perennials to provide drama, colour, texture and horticultural display. Management aims: Visual:  to provide varied ribbon gardens which provide a sense of drama and excitement in a key area of the Park  to create colour and interest in all seasons Use:  to provide a series of rooms for formal and informal events and recreation  to provide high calibre horticultural interest  key feature in interpretation material

Biodiversity:  to establish and maintain species-rich planting of differing character, which will support a range of invertebrates and flowers that attract pollinators at different times of year  to contribute to and comply with ‘Parks, Squares and Amenity Space’ management objectives as defined in BAP

O4 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain gardens to Cutting back of herbaceous material  retain existing spp  weekly mollusc high horticultural  prune back to ground all mix and layout monitoring in standards herbaceous plants and grasses in annually or adjust spring /summer/ late winter/spring on 3 or 5 year wet weather  remove the seed heads to prevent cycle  planting fit for migration of seed to areas where it  annual is not required purpose and displaying desired monitoring to Monitor impact of mollusc pests and horticultural review fulfilment review need for biological control or features of management organic slug pellets  to prevent aims Irrigation as required to maintain moisture stress, horticultural qualities and visual impact wilting and foliage Thinning/lifting/replanting scorch  to retain balance of spp and renew as required Weeding  tolerance thresholds: single  weed monthly by hand or spot plants with leaf herbicide treatment spread of <50mm  remove 95% of weed species and groups of no more than 3 plants /m2 Feeding:  apply slow release fertiliser in spring and autumn, as required

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Fantasticology Planting (O5)

The Fantasticology meadows derive from the colourful Games time feature but have been transformed to provide long term summer colour through the use of perennial meadow species.

Management aims: Visual: to provide colour and excitement adjacent to the main South Park event lawn

Use:  as a visual component to the landscape  key feature in interpretation material  volunteer options

Biodiversity:  to establish and maintain species-rich swards and including plants that support invertebrate larvae and flowers that attract pollinators at different times of year  to contribute to and comply with ‘Species Rich Grasslands’ management objectives as defined in BAP

O5 Management Objectives and Prescription

Objective Prescription KPI/Standard M Monitoring Maintain as Cutting:  each meadow to  diversity of each colourful species  early spring cut only if required support 10 meadow area to be rich meadows  autumn cut (all areas) in species or more measured annually September/October after seed drop  at peak flowering in May or June  cut individual colour perennial areas minimum 50% of separately to prevent seed spread the surface area  annual monitoring and merging of colours in flower not to review fulfilment  cut with brush cutters/strimmers foliage of management  cut to 50-75mm aims  leave arisings in situ for 48 hours prior to removal  Refer to BAP  compost arisings or use as Annual Monitoring fodder/pet bedding (subject to dog Report fouling issues) Weeding:  patch forming, invasive species to be removed Irrigation as required to maintain  to prevent horticultural qualities and visual impact moisture stress, wilting and foliage scorch Repair/replace:  create/match  reseeding/plug planting in autumn desired species as required mix Create and retain Grass cutting: 1 m offset on path edges  crisp path edge path offset  4 times per annum from late spring  full path width to early autumn accessible  50 mm height  arisings to be removed Specimen trees See 20.4 ‘Specimen Trees’ below

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Great British Garden (GBG)

The Great British Garden was an important feature of Games time, and continues to provide an attractive, intimate garden, designed for relaxation, play and nature conservation.

Management aims: Visual:  to provide an intimate, inviting and sheltered, river side garden  to create sculpture and decorative features including the use of living native plant material Use:  as a visual component to the riverside landscape  a demonstration garden for biodiversity and sculptural features  volunteer options

Biodiversity:  to maintain and enhance a biodiverse landscape with a range of native habitats  to contribute to and comply with ‘Parks, Squares and Amenity Space’ management objectives as defined in BAP

GBG Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain as varied Pruning (shrubs):  retain existing  weekly mollusc and biodiverse  Prune, as required, to encourage spp mix and monitoring in garden healthy and bushy growth, layout annually spring /summer/ desirable ornamental features or adjust on 3 or wet weather (flowers, fruit, autumn colour, stem 5 year cycle  planting fit for colour etc) and to remove dead/  annual monitoring dying/ diseased wood purpose and displaying to review  Time of year (principles): desired fulfilment of o Winter flowering shrubs: spring horticultural management o Shrubs flowering in March - features aims July: immediately after the  pruning to be in flowering accordance with  plant diversity and o Shrubs flowering in July - an agreed tree/shrub October: back to old wood in Method condition to be winter Statement inspected and o Rose bushes: late winter/early recorded spring (February to March) to annually; early encourage basal growths and spring for ground a balanced, compact habit flora and late summer/early  cut with appropriate hand tools in autumn (before accordance with good horticultural leaf fall) for trees standards and shrubs; Cutting back of herbaceous material written report with  Heavily prune back to ground all recommendations herbaceous plants and grasses in for ecology, autumn/winter

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Objective Prescription KPI/Standard Monitoring  Remove seed heads to prevent woodland migration of seed to areas where it structure and is not required plant health Cut bed margins adjacent to footpaths/hard surfaces 4 times per  Refer to BAP annum to retain crisp edge Annual Monitoring Monitor impact of mollusc pests and Report review need for biological control Thinning/lifting/replanting  to retain balance of spp and renew as required Irrigation as required to maintain  to prevent horticultural qualities and visual impact moisture stress, wilting and foliage scorch Mulching:  top up mulch twice per annum  50 - 75 mm depth Weeding  tolerance  weed monthly by hand or spot thresholds: herbicide treatment single plants  remove 95% of weed species with leaf spread of <50mm and groups of no more than 3 plants /m2 Management of  weave new growth (June) into  arch maintained willow arch structure to strengthen appearance in safe and and density of walls accessible  prune willow annually condition (January/February) to promote new  dense branch growth and dense cover cover and  replace bigger rods that have died sculptural off with fresh rods from winter structure pruning retained at all  top up mulch cover to 75mm around times willow stems up to 4 times per  90% mulch annum cover to be maintained at all times. Pond management Cut out invasive or excessive vegetation  Manage pond for habitat growth when instructed: for biodiversity enhancement  clear no more than 30% of pond in any one year  Maintain BAP  work to be carried out in autumn compliance  arisings to be left on banks for 72 hours (to allow fauna to return to pond) prior to removal  control invasive/non- native species on annual basis where required  following inundation, inspect and remove excessive vegetation and non-native species Bank vegetation management:  Assess annually  Remove invasive marginal growth which significantly reduces open water area and or visual access to pond Hedge trimming Trimming:  fit for design and  to required height and width purpose annually in August  shape of hedge – rectangular

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Objective Prescription KPI/Standard Monitoring profile (flat top) Native shrub Coppicing:  Maintain planting  all shrub and understory species rotation of coppice stems  commence cycle when shrub throughout the species touch crowns or create garden to create significant shade on planting beds a range of light when instructed and shade in  areas of shrub  coppice 15 to 25% of shrubs in any planting one cycle; coppice stems to be scattered throughout the garden area; avoid creating blocks of coppice  coppiced material to be stacked and stored in a suitable locations as habitat piles Specimen trees See 20.4 ‘Specimen Trees’ below Swing Seat Inspections and maintenance in accordance with Play Equipment Maintenance Schedule (Appendix 11)

Observations from site walkover 2018:

 idverde have gap-filled planting following a photo survey in 2017.  Rope & post fencing is effective but needs replacement due to general wear and tear  All hand irrigated – dripline irrigation under consideration  Labour requirement in 2018 amounts to 3 no. staff for 12 hours a day from June onwards

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Climber Planting on Fence (F1)

The fence climbers wrap round the ArcelorMittal Orbit. All the fences are planted with Parthenocissus tricuspidata ‘Veitchii’ or Boston ivy. This will create a dense screen with dramatic autumn colour.

Visual:  to provide a dense screen with dramatic autumn colour Biodiversity:  to provide potential bird nesting habitat  to maintain and enhance a biodiverse landscape

F1 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Routine Trimming back  planting fit for  annual maintenance of  occasional trimming back to control purpose and monitoring to climbers excess growth or prevent overhang displaying desired review fulfilment of footways and access points horticultural of management Mulching: features aims  top up mulch at base of climbers as required to 50-75 mm depth

Weeding  weed monthly by hand or spot herbicide treatment  remove 95% of weed species

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19.4 Woodlands, Trees and Hedges

Birch Stem Woodland - South Plaza (W2B):

Mixed deciduous woodland, with dramatic stands of single and multi-stemmed birch, under planted with a range of native trees and shrubs, including some yew, and a mixed herbaceous ground flora.

Management aims:

Visual:  to create a visually dramatic woodland dominated by the impact of single or multi stemmed birch trees  to create seasonal variety  to create structure in the landscape

Use:  landscape character and diversity

W2B Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Manage for long Annual maintenance:  invasive weeds  plant diversity and term dominance of  weed control – top up mulch when kept to less than tree/shrub birch and other tree instructed 10% ground condition to be species through  stake and tie maintenance – spring cover inspected and coppicing and and autumn  stakes and ties recorded thinning  removal of stakes and ties when no provide support; annually; early longer required zero damage to spring for ground  identify trees on banks/slopes with trunk flora and late exposed rootballs and assess  all trees summer/early needs for stabilisation and soil stabilised/soil autumn (before covering covered in Year 1 leaf fall) for trees;  inspection (August) and  losses/replacem written report with replacement (dormant season) ent: tolerance recommendations threshold – 10%: for ecology, loss of birch; woodland 20% loss of other structure and species (only plant health applies to trees planted for less  annual tree than 2 years) disease Coppicing and thinning  create sufficient management  shrub/understorey species only light levels at inspections  commence cycle when shrub ground level to species touch crowns when allow ground  Tree matrix data instructed flora to flourish updated

 coppice 15 to 25% of shrubs in any  Refer to BAP one cycle, scattered throughout the Annual Monitoring woodland garden area Report

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Objective Prescription KPI/Standard Monitoring  selective thinning of non birch tree species to ensure stability and form of retained stems and increased light levels for ground flora Woodland edge Retain crisp margins adjacent to lawns,  formal edge management meadows and paths throughout  trim herbaceous/ground cover summer month edges monthly April – September inclusive  formative pruning of woodland edge to remove actual or potential overhanging branches without damaging integrity of tree form Treatment of  limited creation of habitat piles  compliance with arisings (interior of woodland) BAP commitments Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken

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Birch Stem Woodland – Aquatics (W2C)

Visually dramatic, single and multi-stemmed birch woodland and sparse mixed ground flora including forbs and grasses etc

Management aims:

Visual:  to create a visually dramatic woodland dominated by the impact of single or multi stemmed birch trees  to create seasonal variety  to create structure and movement in the landscape Use:  landscape character and diversity

Biodiversity:  provide diversity of species and structure (trees, ground flora)

W2C Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Manage for long Annual maintenance:  competitive  plant diversity and term birch  weed control – top up mulch when weeds kept to tree/shrub dominance instructed less than 10% condition to be  stake and tie maintenance – spring ground cover inspected and and autumn  stakes and ties recorded  removal of stakes and ties when no provide support; annually; early longer required zero damage to spring for ground  identify trees on banks/slopes with trunk flora and late exposed rootballs and assess  all trees summer/early needs for stabilisation and soil stabilised/soil autumn (before covering covered in Year 1 leaf fall) for trees;  inspection (August) and  losses/replace-m written report with replacement (dormant season) ent: tolerance recommendations threshold – 10%: for ecology, loss of birch woodland Coppicing and thinning  create uneven structure and  rotational coppicing of birch aged mix of multi plant health  and single  coppice 10 % of birch stems in first stemmed birch  annual tree cycle to create multi stemmed trees to provide disease specimens when instructed long term impact management  selective thinning of birch to ensure inspections stability and form of retained stems and increased light levels for ground  Tree matrix data flora updated  Woodland edge Retain crisp margins adjacent to lawns,  formal edge  Refer to BAP management meadows and paths throughout Annual Monitoring  trim herbaceous/ground cover summer month Report edges monthly April – September inclusive  formative pruning of woodland edge to remove actual or potential

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Objective Prescription KPI/Standard Monitoring overhanging branches without damaging integrity of tree form Treatment of  limited creation of habitat piles  compliance with arisings (interior of woodland) BAP commitments Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken

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Valley Side Woodland and Woodland Buffer Planting to Road Verges (W5)

Mixed, deciduous, native woodland of fast growing native species, designed to create a green buffer adjacent to roads and create a green link between the North and South Parks. Management aims:

Visual:  to create the pattern and form of small native woodlands characteristic of more urban sites in south east England Use:  to create a thick woodland screen to roads and related infrastructure  to create a link the North and South Parks  to provide landscape character and diversity

W5 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Manage to create a Coppicing:  create rotation of  plant diversity and permanent, diverse  all shrub species temporary tree/shrub structure of canopy  commence cycle when shrub thickets and condition to be and understorey species reach thicket stage when glades inspected and instructed recorded annually  coppice 25 % of each woodland  maintain filtered in late area in any one cycle; coppice views summer/early stems in groups of 3 to 6, evenly  maintain herb autumn (before distributed throughout each layer leaf fall); written woodland and to ensure screening report with function is maintained at all times recommendations Thinning  create for ecology,  thin 15 to 20% of stems, selecting, in intermittent woodland order of priority, weak specimens, canopy structure and even spread throughout total area  development of plant health when instructed wind firm canopy trees  annual tree  long term aim to achieve 12 to 25 disease mature standards/ha with management understory of uneven aged inspections replacements (regeneration or under planting)  Tree matrix data Treatment of  limited creation of habitat piles  compliance with updated arisings sustainability and BAP  Refer to BAP commitments Annual Monitoring Report habitat Ground flora  Monitor ground flora for biodiversity  target spp and condition survey and adjust coppicing/thinning numbers in 2014 regime if ground flora insufficiently

diverse

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Objective Prescription KPI/Standard Monitoring Woodland edge  Woody or herbaceous material  create clear edge management overhanging meadow or lawn edges between different to be cut back 3 times per annum in landscape types February, June (herbaceous only) and September Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken Access  tolerate informal routes into gullies  damage made but use arisings (eg dead hedges) to safe within 24 discourage through routes hours  monitor for inappropriate usage and damage

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Native Hedges (W6)

Mixed, native species hedges: two short sections located close to the ArcelorMittal Orbit and a longer section along the edge of the Dappled Woodland close to Waterden Road. Management aims: Visual:  to create visual interest and seasonal variety  to create structure in the landscape Use:  enclosure Biodiversity: to establish characteristics typical of the bioregion including:  provision of habitat  wildlife corridor

W6 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain Mulching:  invasive weeds  condition to be hedgerows to  top up ornamental grit mulch when kept to less than inspected and ensure they fulfil instructed to 50 mm depth 20% ground recorded annually relevant cover in late management aims  losses/replacem summer/early ent: tolerance autumn (before threshold - leaf fall); written maximum 10% report with loss recommendations Weeding  tolerance for ecology, structure and  weed regularly by hand or spot thresholds: plant health herbicide treatment; removal of single plants with

weeds prior to seeding is critical leaf spread of <50mm and Refer to BAP groups of no Annual Monitoring more than 3 Report plants /m2 Trimming:  fit for purpose  to required height and width annually in Autumn  shape of hedge – rectangular profile (flat top)

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Retained Existing Woodland (W7)

There are very few areas of retained woodland within the site and these are, therefore of great importance to the landscape structure and biodiversity of the Park. The areas of retained woodland are principally sycamore with some willow and alder on the river edges and a mixed scrub understorey. There are artificial kingfisher walls and sand martin banks located within the woodland.

Visual and Use  Important to the landscape infrastructure of the Park, particularly during the early years  retain views through the woodland to the river Biodiversity:  to provide diversity of habitat, species and structure  to provide diversity of woodland type – of particular importance as mature woodland  comply with ‘Tree and Shrub’ management objectives as defined in BAP to provide habitat for birds, bats, small mammals and invertebrates  location for kingfisher walls and sand martin banks

W7 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Manage to retain Mature tree maintenance  in accordance  annual tree existing tree cover  annual inspections (with report and with good disease in safe condition recommendations) of mature trees, arboricultural management carried out by arboricultural ranger practice inspections  assess need for removal of  annual branches overhanging water ways, inspections  habitat condition paths and roads undertaken survey in 2014  assess bank stability with  records retained reference to mature riparian and recorded on  Tree matrix data sycamores; action as required tree matrix updated  action other recommendations as  appropriate action required taken Scrub understorey Coppicing:  maintain mixed  selective coppicing as required to understorey with retain occasional views through to woodland ground river flora  coppiced material to be stacked  views to river and stored in a suitable location for retained use in den building and other activities Kingfisher walls and See Section 22.8 (Artificial Wildlife sand martin banks refuges) below

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Fast Growing Shrub Mix 1 (W8)

A mixed shrub and tree belt to create a green buffer adjacent to the development platform hoardings.

Management aims:

Visual and Use:  to enhance areas adjacent to development platform hoardings Biodiversity:  to create short term native species planting to enhance habitat  to provide additional structure to adjacent areas  to create links between green areas

W8 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Shrub management Weed control:  invasive weeds  condition to be  top up mulch as required to a depth kept to less than inspected and of 50-75mm 20% ground cover recorded Coppicing:  create structural annually in late  shrub species only diversity to summer/early  coppice when instructed maximise autumn (before screening of leaf fall); written  coppice 1 in 3 stems in any one hoardings report with cycle recommendatio  coppiced material to be stacked and ns for ecology, stored in a suitable locations as structure and habitat piles plant health  all other arisings to be chipped for composting and re-use on site  Refer to BAP Annual Monitoring Report

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Fast Growing Shrub Mix 2 (W9)

A fast growing willow mix to create a green buffer adjacent to the development platform hoardings.

Management aims:

Visual and Use:  to enhance areas adjacent to development platform hoardings

Biodiversity:  to create short term native species planting to enhance habitat  to provide additional structure to adjacent meadow and stitch areas  to create links between green areas

W9 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Shrub management Weed control:  invasive weeds  condition to be  top up mulch as required to a depth kept to less than inspected and of 50 – 75mm 20% ground cover recorded annually in late summer/early Coppicing:  create structural autumn (before  all shrub species diversity to leaf fall); written  coppice instructed maximise report with  initial coppice cycle of 3 years screening of recommendatio hoardings ns for ecology,  coppiced material to be stacked and structure and stored in a suitable locations as plant health habitat piles  all other arisings to be chipped for  Refer to BAP composting and re-use on site Annual Monitoring Report

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Native Woodland Shrubs (W10)

Native shrub planting linking the naturalistic areas of the Great British Garden and adjacent existing woodland to the more formal areas around Carpenters Lock

Management aims:

Visual and Use:  to enhance transition areas close to the Old River Lea Biodiversity:  to create native species shrub habitat  to enhance, extend and link neighbouring wood and shrub areas  comply with ‘Tree and Shrub’ management objectives as defined in BAP to provide habitat for birds, bats, small mammals and invertebrates

W10 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Shrub management Weed control:  invasive weeds  condition to be  top up mulch as required to a depth kept to less than inspected and of 50 – 75mm 20% ground cover recorded annually in late summer/early autumn (before Coppicing:  To create leaf fall); written  all shrub species structural diversity report with

 coppice when instructed recommendatio  ns for ecology,  coppice 1 in 3 stems in any one structure and cycle plant health  coppiced material to be stacked and stored in a suitable locations as  Refer to BAP habitat piles Annual  all other arisings to be chipped for Monitoring composting and re-use on site Report

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Prunus Stem Thicket (W11)

The ribbons of Prunus serrula thickets provide a strong, vertical and sculptural statement within the southern section of the south plaza.

Management aims: Visual:  to create visually striking and sculptural woodland blocks, exploiting the visual drama of the Tibetan cherry  to create seasonal variety – stems in winter, flowers in spring, dense foliage in summer and autumn leaf colour  to create additional structure and interest in this designed and well used landscape Use:  landscape character and diversity

Biodiversity:  provide diversity of habitat (age classes, microhabitats)  provide diversity of structure (canopy, under storey, ground flora)

W11 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Management of See 20.4 ‘Specimen Trees’ below specimen trees Pruning – special emphasis on:  horticultural  as for excellence for ‘Specimen  formative pruning to retain clean bark and flowering Trees’ below stems and to encourage ornamental bark  as for ‘Specimen  formative pruning to maximise Trees’ below flowering Mulching:  tolerance  annual  top up ornamental grit mulch when thresholds: single monitoring to necessary to maintain 25-50 mm plants with leaf review fulfilment depth spread of <50mm of management Weeding and groups of no aims more than 3  weed monthly by hand or spot plants /m2 herbicide treatment  remove 95% of weed species

Note from site walk 2016

Number of failures and evidence of die back. Recommended ground investigations to assess ground conditions and evidence of compaction and review of irrigation programme.

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Dappled Woodland (W13)

Areas of light tree cover, planted over species rich meadows which, with the Valley Woodland (W5), provide landscape links and a pleasant transition area between the North and South Parks

Management aims: Visual:  to create the pattern and form of small native woodlands characteristic of more urban sites in south east England  to create movement and contrasts of light and shade Use:  to create a link between the North and South Parks  to provide landscape character and diversity

Biodiversity:  to provide diversity of habitat, species and structure  to provide diversity of tree and woodland type  to contribute to and comply with ‘Parks, Squares and Amenity Space’ management objectives as defined in BAP

W13 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain ground Cutting:  each meadow to flora as colourful  cut in late January support 10  diversity of each and species rich species or more meadow area to meadows  cut with scythes or brush cutters be measured  cut to 50 mm  Target species annually in May numbers met by or June  compost arisings or use as Year 3 fodder/pet bedding (subject to dog  annual fouling issues)  create/match monitoring to Repair/replace: desired species review fulfilment  reseeding/plug planting in autumn mix of management as required aims Weeding  tolerance  weed as required by hand or spot thresholds: single  Refer to BAP herbicide treatment plants with leaf Annual spread of <50mm  remove 95% of weed species Monitoring and groups of no Report more than 3 plants /m2 Create and retain Grass cutting: 1 m offset on path edges  crisp path edge path offset  4 times per annum from late spring to early autumn  full path width  50mm height accessible  arisings to be removed and used as above Management of See 20.4 ‘Specimen Trees’ below specimen trees Thinning: no thinning within first five years

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Specimen Trees

Management aims:

Visual:  to create visual interest, structure, focal points, movement, seasonal and horticultural interest (eg flowers, fruits, texture, shape etc)  creating and reinforcing the character of different areas, park entrances etc

Use:  shade and shelter  art installations  wayfinding  temporary landscapes prior to development of interim development zones

Biodiversity:  to extend and enhance habitat diversity in a variety of different areas

Specimen Trees Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain specimen Pruning  in accordance  tree condition to trees to ensure they  formative pruning of newly planting with good be inspected and fulfil relevant specimens as required and as arboricultural recorded annually management aims dictated by site and use practice in late  removal of epicormic growth on summer/early crack and white willows  in accordance autumn (before  annual pruning of trees in containers with good leaf fall); written horticultural report with practice recommendations Mature tree maintenance  in accordance for actions;  annual inspections (with report and with good particular recommendations) of mature trees, arboricultural reference to carried out by arboricultural ranger practice health and safety,  assess need for removal of structure and branches overhanging water ways,  annual plant paths and roads inspections health/disease  undertaken control  action other recommendations as required  records retained  Tree matrix data updated  appropriate action taken Surrounding hard surface:  See hard  repair and maintain Cedec as landscape required prescriptions  leaf sweeping  see Litter and Cleansing prescriptions Trees in containers and hard surfaces  all trees in good  feeding: annual application of condition and fit nitrogen only fertiliser for purpose  irrigation: irrigation to field capacity - no irrigation if temperature likely to fall below 4°C

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Objective Prescription KPI/Standard Monitoring  aeration: annually by hand (containers only)  support and stability: inspect in spring and autumn and prune/provide support, as required  maintenance of container bedding: cut back/replace as required Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken

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19.5 Wetlands

Reedbeds (WE1)

Management aims:

Visual:  typical lowland wetland features important to the character of the Lea valley  visual interest  landscape diversity

Use:  softening and greening of river edges  sustainable drainage including balancing and cleansing capability to assist the control and treatment of surface water run-off

Biodiversity:  to extend and diversify the range of wetland habitats  to comply with BAP wetland targets

WE1 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain stability Annual inspection by specialist staff  banks  plant diversity and and structure of  check structural conditions of maintained in a condition to be river banks channel banks safe and monitored  requirements for adjustment of accessible annually in late vegetation management (area and condition summer/early species mix) autumn; written  operations as required report with River cleansing Removal of wind-blown and waterborne  daily checks recommendations rubbish and debris as required for ecology, Vegetation Reed cutting to maintain water channels  compliance with drainage, management for if required BAP structural river flow and  cut back maximum of 20% in any commitments requirements, habitat diversity one operation plant health and  cut areas to be located as required; presence of aim to retain open water channels, non-native create narrow open water channels species between stands of reeds, reduce over invasive species, create a  Refer to BAP patchwork of reeds at different Annual Monitoring stages of development Report

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19.6 Allotments

Allotments (A1)

The Pudding Mill allotments provide a focal point for the involvement of local people in the park. LLDC woked with the local community to support the leasing of the 50 plots to members of the Manor Gardening Society. In addition to conventional individual plots the allotments incorporate hedges, meadow areas and an orchard. All features are maintained by the allotment society as a requirement of the lease.

Visual:  allotments are a typical feature of townscapes Use:  provide a centre for community activity and food production  opportunities for education and training Biodiversity:  to contribute to ‘Allotments’ management objectives as defined in BAP

A1 Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Native hedges See ‘Native hedges’ (W2) above

Specimen trees See ‘Specimen Trees’ above Species rich See ‘Perennial meadows’ above. meadows

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19.7 Play Room and Water Labyrinth

The Play Room, located at the northern end of the South Park Plaza, features red safety surfacing which links a range of equipment, including swings, climbing structures, slides and sand and water play. There is also a climbing wall located above City Mill River. Swings and seats are located along the arc promenade. The Water Labyrinth, located in the ‘Civic Room’, is a sinuous line of water jets and fountains of continuously changing force and height.

Management aims:

Visual:  use of colour and distinctiveness play equipment creates a dramatic and exiting play area  the planting ribbon flows, which flows through the area, links the Play Room to the neighbouring Theatre and Music Rooms Use:  one of the focal areas for play and regular activity providing a range of activities and equipment to stimulate and encourage exploration

Objective Prescription KPI/Standard Monitoring Implement a Inspections  equipment and  daily, schedule of safety  daily (Mon-Fri) routine visual component parts quarterly inspections to inspection - to identify various inspected and and annual ensure play hazards resulting from vandalism, maintained in inspections equipment is extreme weather etc; inspection accordance with maintained in a safe carried out through simple tests manufacturer’s and serviceable  monthly operational inspection - maintenance condition. more detailed inspection to check instructions. the operation and stability of equipment, especially for wear  equipment is in a  annual inspection - to establish safe condition, fit for overall level of safety of equipment, purpose foundations and surfaces; equipment with moving parts  in accordance with checked twice a year Appendix 11 and  routine maintenance – to be carried agreed Play Risk out in accordance with maintenance Assessments specification and schedules included as Appendix 11 Sand and Water Inspections  surfaces are Play Area  daily checks to remove any debris, maintained in a safe sharps and glass, with regular and serviceable checks throughout the day during condition at all times busy periods  remove red coloured grit from sand

 top up play sand levels as required

 Water play – see below

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Objective Prescription KPI/Standard Monitoring Water Labyrinth Maintenance  in accordance with and Water Play  weekly check of functionality of Appendix 11 water jets, pumps and valves  re-test control panel  water, electrical and drainage to BS7671 service checks  quarterly drain, strip and clean catch drains  cleansing of paved areas  annual strip service of water pumps

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20. Canal Park

A linear community park, created along the eastern bank of the Lee Navigation. The mixture of meadows, lawns, herbaceous and woody planting provides attractive links between North and South Parks and local communities as well as a destination in its own right.

Management aims:

Visual:  to provide a visually stimulating, colourful and inviting canal side garden  to create an attractive, traffic free link for walkers and cyclists, mirroring and complementing the adjacent canal and tow path  to create seasonal variety, structure and interest

Use:  a pedestrian and cycle corridor  a destination for informal use, particularly relating to adjacent cafes  an informal area for play with a range of range of equipment, built from natural materials, set within

and exploiting the form of the Park landscape  sustainable drainage and improved surface water management

Biodiversity:

 to extend and enhance biodiversity with a range of habitats and structure  to contribute to BAP Map

Management Objectives and Prescription Grassland

Objective Prescription KPI/Standard M Monitoring Species rich Cutting:  each meadow to  diversity of each Meadow Maintain  cut once in late summer to 50 mm support 20 species or meadow area to be as colourful and  leave arisings in situ for 48 hours in more measured annually species rich stacks or windrows prior to removal at peak flowering in May or June meadows minimum 50% of the  annual monitoring  compost arisings surface area in flower to review fulfilment not foliage of management aims  Refer to BAP Repair:  create/match Annual Monitoring  reseeding/plug planting in autumn desired species Report as required mix Create and retain Grass cutting: 1 m offset on path edges crisp path edge path offset where required  full path width accessible  4 times per annum from late spring

to early autumn to 50 mm

 Compost arisings

Species Rich Grass cutting:  vegetation cover  diversity of each Lawn: maintain  cut to 50 mm when sward reaches threshold 90% lawn to be medium height of 100 mm (remove measured annually maintenance, arisings) in May or June

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Objective Prescription KPI/Standard M Monitoring species rich lawn  manipulate cut timing to allow  annual monitoring specific spp to flower (eg delay first to review spring cut) fulfilment of management aims   Refer to BAP Annual Monitoring Report Swales: maintain Inspect and retain integrity of swale and  retain sufficient  plant diversity and sustainable adjacent ground areas: vegetation to condition to be drainage functions  carry out four times per annum and prevent scour inspected and after heavy rain events and washout at recorded twice  repair as required time of annually in early inundation spring and late Swales: Manage Cut back vegetation:  maintain species summer/early for biodiversity and  cut back invasive or aggressive diversity, autumn; written visual aims herbaceous and/or woody growth vegetation report with  cut back no more than 25% of the structure, and recommendations swale area in any one year prevent for ecology,  use strimmer or brush cutter scrubbing over of woodland swale structure and  check for and remove all non-native  zero tolerance of plant health species at each maintenance visit non-native species  Refer to BAP Annual Monitoring Report

Specimen Trees and Shrubs

Objective Prescription KPI/Standard Monitoring Maintain specimen Pruning  In accordance with trees and shrubs to Ornamental shrubs/ multi stemmed good horticultural/ ensure they fulfil trees: to encourage horticultural arboricultural relevant features, to remove dead or diseased practice management aims wood and remove vegetation  overhanging paths  Pollarding and removal of epicormic growth as required Mature tree maintenance  all trees in good  annual inspections (with report and condition and fit recommendations) of mature trees, for purpose in carried out by arboricultural ranger accordance with  assess need for removal of branches good overhanging water ways, paths and arboricultural roads practice  action other recommendations as  annual required inspections Pollarding undertaken  pollard willows  records retained  commence when stem diameters  appropriate reach 100 – 250 diameter and action taken repeat as instructed Mulching:  top up mulch twice per annum to 50 - 75 mm depth

Weeding  tolerance  weed monthly by hand or spot thresholds: herbicide treatment single plants with

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Objective Prescription KPI/Standard Monitoring  remove 95% of weed species leaf spread of  <50mm and groups of no more than 3 plants /m2 Trees in hard surfaces  See hard  Feeding: annual application of landscape nitrogen only fertiliser prescriptions  Irrigation: irrigation to field capacity - no irrigation if temperature likely to  see Litter and fall below 4°C Cleansing  Support and stability: inspect in prescriptions spring and autumn and prune/provide support, as required Disease See Appendix 10  annual management inspections undertaken  records retained  appropriate action taken

Herbaceous

Objective Prescription KPI/Standard Monitoring Maintain as varied, Cutting back of herbaceous material  retain existing colourful garden  Heavily prune back to ground all spp mix and areas herbaceous plants and grasses in layout annually autumn/winter or adjust on 3 or  Remove seed heads to prevent 5 year cycle migration of seed to areas where it is not required  planting fit for  Cut bed margins adjacent to purpose and footpaths/hard surfaces 4 times per displaying annum to retain crisp edge desired  Monitor impact of mollusc pests and horticultural review need for biological control features Thinning/lifting/replanting  to retain balance of spp and renew  cutting back to as required be in accordance with an agreed Method Statement Irrigation as required to maintain  to prevent horticultural qualities and visual impact moisture stress, wilting and foliage scorch Mulching:  top up mulch twice per annum  50 - 75 mm depth Weeding  tolerance  weed monthly by hand or spot thresholds: herbicide treatment single plants  remove 95% of weed species with leaf spread of <50mm and groups of no more than 3 plants /m2

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Play Equipment

Objective Prescription KPI/Standard Monitoring Implement a Inspections  equipment and  daily, schedule of safety  daily Mon to Fri routine visual component parts quarterly inspections to inspection - to identify various inspected and and annual ensure play hazards resulting from vandalism, maintained in inspections equipment is extreme weather etc; inspection accordance with maintained in a safe carried out through simple tests manufacturer’s and serviceable  Monthly operational inspection - maintenance condition. more detailed inspection to check instructions. the operation and stability of equipment, especially for wear  equipment is in a  annual inspection - to establish safe condition, fit for overall level of safety of equipment, purpose foundations and surfaces; equipment with moving parts  in accordance with checked twice a year Appendix 11 and  routine maintenance, checks and agreed Play Risk inspections – to be carried out in Assessments accordance with the requirements of the Joint Assessment included as Appendix 11 Play surfaces Inspections  surfaces are  daily checks to remove any debris, maintained in a safe sharps and glass, with regular and serviceable checks throughout the day during condition at all times busy periods

 top up loose surfaces as required

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21 WHOLE PARK: CLEANSING AND WASTE MANAGEMENT

21.1 Litter and Cleansing

Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring To maintain the  Daily litter picks and inspections  Daily checks park as a clean of all hard and soft landscape  The park is to be and and safe and areas and public realm brought up to inspections predominantly  Sweeping of paths, roads and Coplar Grade A on litter free other hard surfaces with a daily basis, then environment appropriate mechanical litter picking sweepers as required, to ensure undertaken on a sweeping does not result in reactionary basis damage to path services within one hour in  Wind-blown litter in ponds and the summer and 3 watercourses to be removed as hours in the winter. part of daily litter picks The park is  Additional checks and cleansing expected to drop to to be carried out following all Coplar Grade B/C flood events in between  Checks and actions to remove cleansing fly posting operations.  Ensure any arisings from maintenance operations are removed on completion of each activity Ensure that litter  Litter bins shall be emptied as  Litter bins are in a Daily checks bins are regularly required to ensure they are not clean and and emptied and do overflowing serviceable inspections not overflow  Litter bins to be inspected on a condition at all regular basis and maintained in times and not a clean and serviceable overflowing condition  Any bin in a poor state of repair to be replaced  Currently replacing bins to ensure higher bin capacity with introduction of 1100 Litre bins in highest profile areas and increased capacity throughout the park Park to be  Daily park inspections and rapid  Offensive graffiti Daily checks maintained free of response to any identification of removed within 1 and Graffiti graffiti hour inspections  Methods and products to be used shall be non-toxic and  Other graffiti biodegradable removed within 24 hours Ensure park  Leaf clearance to all paths and  Paths and events Weekly checks remains in a hard surfaces and events lawns lawns kept in and largely leaf clear to be undertaken to ensure predominantly leaf inspections condition during these remain in a predominantly free condition during autumn autumn and leaf free condition during periods of months winter months  Higher tolerance on other leaf fall landscape typologies; clearance must ensure leaf fall does not hinder plant growth

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Park furniture  Daily inspections of all signage  Furniture is Daily checks including signage and furniture maintained in a and to be maintained  Minor repairs and cleansing to clean and inspections in a clean and be carried out in situ as required serviceable serviceable  Damaged items of furniture to be condition conditions removed and replaced  All furniture in flood zones to be checked following flood events and cleansing carried out as required to ensure maintained in a serviceable condition Ensure that  Inspections to identify defects  All paths and roads Daily safety highways and and repairs in accordance with remain accessible inspections paths remain in a service level standards (see also to all and in a safe and monthly clean and 21.1) and serviceable detailed accessible  Regular sweeping of condition inspections condition carriageways and paths  Flushing of main carriageways to be carried out during April and September  Flushing to utilise non potable water Ensure that  Gullies to be cleared twice a  All gullies to be gullies remain year at intervals of roughly six maintained in a fully operational months serviceable  Additional checks and cleansing condition largely to be carried out following all free of debris flood events

21.2 Waste Management

Park waste is to be disposed of via three waste streams, using idVerde’s local licensed waste carrier in accordance with the Park Waste Management Plan. idVerde’s waste streams include general waste (timber, metals, concrete), mixed recyclate (plastic, glass, paper, card, aluminum) and green waste. All waste will be removed from site by the waste carrier and treated locally, with 98% to be recycled. General waste will be processed to remove items which can be prepared for reuse, recycled and recovered, with the remaining items disposed to landfill. Green waste will be composted off site and returned to the site as compost.

All waste from the site will be dealt with in accordance with the waste duty of care in section 34 of the Environmental Protection Act 1990 and the current Environmental Protection (Duty of Care) Regulations.

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22 STRUCTURES AND HARD LANDSCAPE FABRIC

22.1 Paths, Roads, Bridges and Underpasses

The network of paths and roads through the park provide access for visitors to the park and are a vital part of the objective to connect communities through the park. The bridges over the River Lea and the Lee Navigation are an essential part of this network providing east/west links across the Park. There are four principal underpasses located at the southern end of the Park. Surfaces and finishes are designed to reflect anticipated use and the parkland character. Routine Maintenance for all bridges will be carried out in accordance with the approved O&M Manuals. A full list of park surfaces and finishes is included in Appendix 5.

Management aims:

Accessibility and Inclusion:  provision of safe access for all throughout the park

Function and Purpose:  to maintain the continuing function of the roads, paths and bridges in accordance with their original design.

Visual  road and path finishes will reflect the parkland character and anticipated levels of use  roads and paths to be litter and pothole free

Paths, Roads and Bridges Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain asphalt Inspections:  roads and paths in a  inspections and chipping  daily inspections to identify defects safe and and repairs to surfaces in a safe Sweeping and Cleansing serviceable comply with and accessible  sweeping and cleansing in condition contract, condition accordance with 21.1 DMRB and Routine Repairs requirements  repair or re-instate surface dressing of New Roads where loss of aggregate has and Street occurred Works Act Maintain ‘CEDEC’ Inspections  Cedec paths 1991 and Paths and other  daily inspections and repairs as maintained in a other relevant crushed aggregate required safe and Highways paths Sweeping and Cleansing serviceable Agency Standards  sweeping and cleansing in condition accordance with 21.1  in accordance Routine Repairs with routine  infill of any potholes greater than 20 inspection mm depth requirements Maintain Timber Inspections  timber boardwalks for all Boardwalks  daily inspections to identify any maintained in a safe structures as defects and minor repairs as and serviceable set out in this required condition PMP and  cleansing to remove debris O&M following flooding and extreme Manuals. weather events

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Objective Prescription KPI/Standard Monitoring Sweeping and Cleansing  sweeping and cleansing in  in accordance accordance with 21.1 with routine Maintain rubber Inspections:  inspections in inspection safety surfacing in  daily inspections to identify defects accordance with requirements play areas Sweeping and Cleansing schedule in for all  sweeping and cleansing in Appendix 11 structures as accordance with 21.1 set out in this Routine Repairs PMP and  replacement of surfacing where O&M Manuals excessive wear has occurred which may result in risk to safety of users Bridges - General Parapet Inspections  inspections in  routine checks for absence or accordance with looseness of bolt; absence or Highways Agency damage to grout pads; build up of Standard BD 63/07 debris and adequate attachment of mesh infills  maintenance to  accident damage inspections to Design Manual for include integrity of welds and Roads and Bridges damage to attachment cleats (DMRB) guidance Parapet Routine Cleaning and standards, Vols  polyester powder coated and 3, 4 and 7 stainless steel surfaces to be washed down as required with mild  refer to individual detergent – at least 6 monthly basis bridge O&M Manual  rodding and jet cleansing as required to ensure no blockages or build up of material Paintwork  minor works as required to year 20  year 20+ full re-painting of surfaces Pavix  re-application every 20 years Anti-skid  re-application after 15 years or after physical or chemical damage Waterproofing  anti-skid re-application after physical or chemical damage Bridges - Bearings Annual Inspections Inspections in  ensure all fixings are secured accordance with  check general alignment of the top  Highways Agency surface to the base surface of the Standard BD 63/07 bearing (ensure that the movement is within the specified maximum  maintenance to requirements) Design Manual for  check the parallelism of the top Roads and Bridges surface to the base surface of the (DMRB) guidance bearing (refer to the maximum and standards, Vols design rotation) 3, 4 and 7  remove any debris from around the bearings and ensure that there is  individual O&M adequate drainage around the Manuals bearings  check that the corrosion protection  Note – under no system applied has not been circumstances must compromised (mechanical the bearings be bearings) or that the cover layer is partly or wholly intact (elastomeric bearings). disassembled as Detailed Inspections they are assembled  Undertake every 6 years as for as sealed units to annual inspection, with inclusion of prevent ingress of parameters established through risk dust or other foreign

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Objective Prescription KPI/Standard Monitoring analysis; bodies.  detailed inspection to be carried out as above to coincide with minor maintenance to paintwork Bridges - bearings  manufacturer to undertake inspection every 12 years Bridges – Annual Inspection Expansion Joints  expansion joint screws to be checked for appropriate tightness Bridge Mirrors – Sweeping and Cleansing Carpenters Lock  cleansing in accordance with 21.1 Gabion Baskets Inspection and maintenance  maintained in weed  inspection free condition  remove any vegetation growing within baskets Underpasses Sweeping and Cleansing  maintenance to  sweeping and cleansing in Design Manual for accordance with 21.1 Roads and Bridges  cleansing to remove debris (DMRB) guidance following flooding and extreme and standards, Vols weather events 3, 4 and 7 Fencing and barriers  Maintenance in accordance with  refer to individual 22.2 bridge or structure Lighting O&M Manual  Maintenance in accordance with 22.4 Manholes and Inspections  manhole and Inspection Covers  weekly inspections to ensure covers inspection covers and grates remain flush and stable remain in with no evidence of excessive wear serviceable or rocking condition and do not Routine repairs present a trip or  replacement and or re-setting of safety hazard grates and manhole covers as required

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22.2 Fencing, Gates and railings

The North Park is provided with powder coated mild steel railings and gates to create a secure boundary at all times. Guardrails are provided at key locations and on bridge parapets in order to provide safe access for park users.

Management aims: Safety and Security:  maintain Integrity of the boundary railings at all times  gates locked and secure outside of Park opening hours.

Visual  railings are of a design and style which reflects and emphasises the parkland character.

Fencing, Gates and railings, Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain fencing, Inspections:  park remains secure  weekly gates and  frequent inspections to identify at all times inspections guardrails in a safe potential defects and secure  checks on gate locking mechanisms  monthly removal of condition weed growth  cleansing in accordance with regimes set out in 21.1 as required with mild detergent Repairs:  any temporary measures implemented to secure the Park boundary or guardrails to be replaced with replacement fencing/ railings Weed control:  control of weed growth along fence lines, monthly

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22.3 Park Furniture and Signage

Park furniture has been designed to be robust and to meet the LLDC Inclusive Design Standards. Seats are timber based with metal fixings and sited along the main routes, generally at spacings of no more than fifty metres. Cycle stands, bollards and litter bins are of metal fabrication. Signage and information boards are located throughout the Park to provide clear and informed guidance to visitors. A full list of park furniture and signage is included in Appendix 6.

Management aims:

Visual and use  benches, other Park furniture and signage to be maintained in a clean and serviceable condition at all times

Park Furniture and Signage Management Objectives and Prescription

Structure Prescription KPI/Standard Monitoring Timber Seating and Cleansing:  All park furniture  Weekly Benches  cleansing in accordance with and signage inspections cleansing regimes set out in 21.1 remains fit for Treatment: purpose including  no timber treatment required visual standards Repairs: and, where  minor repairs to be carried out as relevant, legible required Insitu concrete Cleansing:  H&S compliant substrate timber  cleansing in accordance with  bins emptied daily slats cleansing regimes set out in 21.1 in accordance with Treatment: 21.1  no timber treatment required Repairs:  minor repairs to be carried out as required. Weed control:  hand weed control to remove weed growth between slats  strimming grass edges StreetlifeType Cleansing: Picnic Tables  cleansing in accordance with cleansing regimes set out in 21.1 Treatment:  no timber treatment required Repairs:  minor repairs to be carried out as required. Litter and dog bins, Cleansing bollards and cycle  cleansing in accordance with racks cleansing regimes set out in 21.1 Signage and Cleansing: information boards  cleansing in accordance with cleansing regimes set out in 21.1

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22.4 Lighting and Halo Turbines

As the South Park and the 24 hour access route in North Park will be open 24 hours a day, these areas are lit with appropriate styles and levels of lighting. In addition to the essential requirements of safety and security, lighting is also used to create character and identity in the South Park. Variations in the quality and quantity of lighting, intensity and colour will help to bring the park alive after dark. Lighting combines concourse lighting with spot lighting and up lighting to illuminate individual features and elements. A full list of lighting elements is set out in Appendix 7. The Halo Turbines generate electricity and provide a dramatic structural element flowing through the South Park.

Management aims:

Operational:  appropriate illumination to site requirements  South Park and 24 hour access route in North Park are lit at all times  compliance with Health & Safety good practice

Sustainability  efficient use of resources (energy, infrastructure, replacement lamps, maintenance)

Lighting and Halo Turbines Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Lighting - Periodic Full periodic testing and inspections in  system  weekly testing accordance with BS 7671 maintained to inspection BS 7671 Maintenance to Routine Maintenance:  lamps changed keep lighting  cleaning of lamp columns and luminaires within 2 days of system within  checking of inspection covers and failure technically and repair/replacement as required  luminaires economically cleaned to acceptable limits  lamp replacement (consider bulk lamp ensure required changes) as required light output maintained at minimum of 80% of output Disposal of waste  all redundant lighting equipment, lamps,  compliance with luminaires, and control systems are WEEE deemed as hazardous waste and should regulations be disposed of in accordance with the Waste Electrical and Electronic Equipment (WEEE) regulations Halo Turbines  The inspections and operational  See Appendix  See maintenance requirements for the Halo 12 Appendix 12 Turbines are set out in ‘Connected Maintenance Service Definition’ document dated March 2012. The Schedule of Activity is included in Appendix 12.

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22.5 Irrigation and Drainage

Irrigation systems across the park combine ‘pop up’ systems, located within the lawns and grassed areas, with drip systems within the planting beds. Much of the drainage across the Park is delivered through a sustainable drainage system based on a system of swales.

Management aims:

Operational  to ensure the drainage systems remain operational and sustainable at all times  to retain only essential irrigation systems eg event areas, trees in containers, establishment of new planting and remove non-essential systems within two years  review alternatives to mains fed irrigation

Visual and Biodiversity  To maintain and enhance the semi natural character and biodiversity value of drainage related landscape features such as the swales (see also Swales and Wooded

Gullies)

Drainage and Irrigation Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Irrigation of planting See ‘Irrigation’ requirements within Part  planting fit for  weekly vulnerable to 7, North and South Park Management purpose inspections drought Prescriptions Ensure irrigation Inspections:  drainage system  irrigation - and drainage  regular checking and monitoring of operating in twice yearly systems remain essential irrigation systems to accordance with operational at all ensure efficient operation good SuDS practice  drainage – times Repairs and replacement:  irrigation system see relevant  minor repairs and replacement of operating efficiently landscape pumps, pop up heads and pipework and without water typology and as required wastage Cleansing Removal:  non-essential  removal of non-essential irrigation irrigation equipment  flood events: systems following establishment of removed by end Yr within 24 relevant landscape features 2 hours of event Maintain and Litter and cleansing:  as for Swales enhance the semi  see Swales natural character Vegetation management: and biodiversity  see Swales value of the swales Ensure the Cleansing:  fit for purpose continued operation  gullies and surface water drains to of surface water be cleaned weekly and after severe drainage systems weather events Investigate options Review irrigation water supplies and  review and for long term methods of delivery to enhance/ensure recommendations irrigation needs security of supply and reduce volumes complete by Yr 5 required Ensure drainage Inspections:  drainage outfalls  weekly outfalls and weirs  regular checking and monitoring of and weirs fully inspections are maintained in a all outfalls and weirs, in particular operational fully operational grills, and removal of accumulations condition of litter, vegetation and silt as required  additional inspections to be carried out after flood events

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Objective Prescription KPI/Standard Monitoring Ensure petrol Inspections:  petrol interceptors  weekly interceptors remain  regular checking and monitoring of remain fully inspections fully operational all petrol interceptors and removal operational of accumulations of litter, vegetation and silt as required  additional inspections to be carried out after flood events

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22.6 Public Art

Public art created for Games time, through permanent and temporary installations, activities and events, will continue to be one of the defining characteristics of Queen Elizabeth Olympic Park. The locations of all permanent artworks across the Park are shown on Plan 12. There will also be occasional temporary installations. The locations for all temporary installations will be agreed with the Park Manager.

Management aims:

Visual:  public art will continue as one of the defining characteristics of the park  art will stimulate, delight and inspire  art will form an element in interpretation materials

Public Art Management Objectives and Prescription

Artwork Prescription KPI/Standard Monitoring "Fantastic Factology"  no special maintenance  fit for purpose  monthly 57 stainless steel requirements and in good inspections plaques for benches,  any graffiti to be cleaned in line with repair routing and resin other cleaning regimes. bonded in to resist theft Winning Words  regular cleaning in line with other poetry - poems wooden structures in the Park. etched into 4 wooden transformer enclosures "RUN" - flagship  regular cleaning every 3 months in  cleaning Lightpiece to aid line with other window cleaning schedules have wayfinding and schedules been agreed by security, made from  regular inspection of sealed joints PPDT as part of stainless steel, during cleaning. the planning mirrored glass and  LEDs to be visually inspected every condition for the LEDs 6 months (LEDs warranty 5 years, artwork due to last in excess of 10 years) "Entrance Markers" - See 22.7 below. a set of 10 mature trees, each denoting key entry points, marked by 10 semi mature deciduous trees with metal rings securely suspended in the crown “Cross & Cave” – two  no special maintenance cast concrete requirements structures set into the  any graffiti to be cleaned in line with landscape, to provide other cleaning regimes shelter, meeting and play space

Open Folds" DJ  annual inspections to check fixings

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Artwork Prescription KPI/Standard Monitoring Simpson (special fixing tools have been "Carpenters Curve" supplied) and "Brick Fields"  graffiti removal in line with other Clare Woods cleaning regimes Fast, Faster, Fastest"  cleansing in line with bridge and and "Streamline" underpass regimes “One Whirl" and Underwhirl" "Steles"  regular checks in line with other waterway materials such as markers and pontoons; can be cleaned using jet wash "Inter Alia"  annual inspection of fixings/bolts, in line with other Park wide inspections of bridges and underpasses  no cleaning required. "lfo spectrum"  responsibility lies with UKPN (formerly EDF) to maintain and replace artwork every 10 years.

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22.7 History Trees

There are 10 no specimen Entrance Marker or History Trees which are located at the principal entrances to the Park. Each tree contains a bronze or stainless steel ring, 5 or 6m dia, fixed to the trunk at a height in excess of 4m above ground level, using bolts and adjustable tension wires. Tree A2 also has a bronze 'reflection' ring fixed flush to the ground within the hard surfacing. The locations of the History Trees are shown on Plan 12

Management aims:

Visual:  to ensure that the trees remain in good health  to ensure trees form one of the defining characteristics of the Park  to ensure the marker rings remain clean at all times

Public Art Management Objectives and Prescription

Artwork Prescription KPI/Standard Monitoring History Trees Maintenance in line Specimen Trees  Trees  tree condition to prescriptions and, additionally: maintained in be inspected Biannual inspections accordance with and recorded  to be carried out by arboricultural good annually in late ranger arboricultural summer/early  check for signs of longitudinal practice and autumn (before cracks above and below each fixing, standards set leaf fall); written development of fungal fruit bodies out in this PMP report with indicative of wood decay, callus with reference recommend-atio development around the attachment to Specimen ns for actions; points, abrasion of parts of the Trees particular structure on the tree, and vice versa reference to  Preparation of report and health and recommendations safety, structure  Implement report as required and plant health/disease Pruning control  in accordance with general pruning requirements for specimen trees and additionally:

 trim back branches that may

interfere with cables

 provide abrasion protection or remove any branches that are being chaffed by the ring  prune to keep the natural habit or  ring should not shape of the tree be visible through foliage during spring summer months Marker Rings Inspections and Checks  marker rings  monthly checks  check fixings of each tree ring to remain in clean on marker rings ensure security and serviceable  adjust ring as necessary to maintain conditions and ring position and health of tree fit for purpose

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Artwork Prescription KPI/Standard Monitoring  check A2 Bronze ground 'shadow'  tree healthy ring to ensure fixing is stable and  remove all weeds and debris Cleansing  clean the bronze shadow ring with mild detergent and a stiff nylon brush to remove superficial dirt  clean metal ring set in each tree with mild detergent to remove dirt deposits and staining or other marks  after cleaning bronze rings: dry, apply coconut oil, polish, allow to dry, apply layer of glass wax with a soft cloth and buff to restore finish

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22.8 Artificial Wildlife Refuges

Artificial wildlife refuges are located beneath bridges and other structures throughout the North and South Park and include artificial otter holts, kingfisher walls, sand martin banks, bird and bat boxes. These installations will encourage colonisation of the Park by BAP target species and other wildlife.

Management aims:

Biodiversity  to encourage colonisation of the Park by key BAP Target species and other wildlife  to provide an educational resource

Artificial Wildlife Refuges Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain artificial Bird boxes  habitat colonisation to  annual wildlife habitats and  clean out in November/December meet BAP Targets in monitoring monitor  minor repairs during course of relation to Target of species colonisation. inspections Species colonisation Bat boxes  clean out in late summer (outside  habitat hibernation season) condition  minor repairs during course of survey in inspections 2014 Kingfisher walls and sand martin banks  monthly checks to ensure openings have not become blocked  check structures are not being used by vermin  check the door hinges and security bolts or fastenings for wear and operation.  clean out holes and access pipes in November/December

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22.9 H10 Bridge Lift

The H10 Bridge Lift is located at the western end of the H10 Bridge. The lift provides access to the H10 bridge and then to the Park over the Lea Navigation.

Management aims:

Safety and Security:  maintain the lift in a clean, safe and operational condition

Access:  the lift ensures access for all to the park via the H10 bridge

Temporary Hoardings Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Ensure lift Inspections:  lift is maintained in a  daily environment is  daily security checks as part of clean, safe and inspections maintained in a routine security patrols operational condition clean and secure Cleansing: conditions  Routine cleansing in accordance with 21.1  Additional cleansing of lift interior and exterior as required Ensure lift is  The schedule of inspections,  lift is maintained in a Inspections in maintained in a safe operational checks and clean, safe and accordance with and operational maintenance for the lift car, lift shaft operational condition Lift Maintenance condition and pit, operating mechanisms and Schedules emergency communication systems included in are set out in the Lift Maintenance Appendix 13 Schedules included in Appendix 13.

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22.10 Development Platform Frontages: Temporary Hoardings

Temporary hoardings are constructed along Development Platform frontages to provide safe and secure construction areas for construction works as part of the LCS. Temporary landscape ‘stitches’ have been created on the parkland side of the hoarding and the hoardings may be used for temporary art installations.

Management aims:

Safety and Security:  maintain Integrity of the temporary hoardings at all times

Visual:  Hoardings painted and used for temporary art installations  Landscape stitch softens appearance of temporary hoardings

Temporary Hoardings Management Objectives and Prescription

Objective Prescription KPI/Standard Monitoring Maintain temporary Inspections:  development  weekly hoardings in a safe  frequent inspections to identify Platforms remain inspections and secure potential defects or damage secure at all times condition Repairs:  minor repairs as required  re-painting every 3 years or more frequently if required  inspections after removal of temporary artworks and repair as required

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PART 7 IMPLEMENTATION

23 MONITORING AND REVIEW

23.1 Park Management: Monitoring and Reporting

Monitoring of the Queen Elizabeth Olympic Park is an essential accompaniment to all aspects of management and to ensuring that the Park operates to the highest levels of achievement. This second update (January 2019) has been prepared in order to reflect changes to the area of the park, as development platforms come forward, and modifications to management prescriptions and maintenance regimes.

Landscapes are inherently dynamic: dynamic not only in terms of the biological, ecological and structural development on-going within the Park but also in terms of the Park’s social and physical context. During the five year duration of this management plan, we can expect to see significant changes in many aspects ranging, for example, from the economic health of east London to the global impact of climate change.

The EFM Contract provides for regular reporting on all aspects of Park management, maintenance and operation. This system of reporting combined with formal (biannual) inspections and reviews, supplemented by periodic informal inspections, will provide the principal mechanisms for monitoring Park performance and operation. The principal reporting mechanisms under the EFM Contract are:

Annual  Landscape and Horticultural Maintenance Plan  Tree Report  Pest and Invasive Weed Management Plan  BAP Monitoring and Reporting in accordance with BAP  Soil Report  Customer Satisfaction Surveys

Quarterly  EFM Quarterly Report

Monthly  EFM Monthly report

Reports and Plans will be reviewed by the LLDC Park Manager with the EFM Landscape and Horticultural Contractor (currently idVerde) and provide the basis for seasonal and annual work programmes and any modifications to the management and maintenance of the Park.

The Park Operational Forum, Park Operations Group and Park Panel will provide the principal vehicles for input to Park management by partners and stakeholder groups. Changes to the wider estate and development context for the Park will also impact on

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future management and maintenance. Feedback from these sources should also feed into future reviews and updates of this Park Management Plan.

An annual park walk will be undertaken with members of the original LLDC and consultant design and contracting teams to review the development of the park and consider feedback on maintenance processes and share good practice and new ideas. This annual park walk will provide a peer group review and inform management and maintenance over the next year.

Management Plans must be flexible documents and should be amended and updated in the light of lessons learned through the above monitoring and feedback. This activity will be an annual operation. The first full review of the PMP will be undertaken in 2019 to ensure that the second Park Management Plan, commencing in June 2019, is founded on a sound knowledge base of the Park and its development since 2014.

23.2 Habitat and Species Monitoring

In general, the approach to species management will be to maintain habitats and soil in a condition that will provide the necessary food, shelter and security for the target BAP species. The prescriptions for habitat management are described in Sections 19 and 20. Adjustments to management regimes or special initiatives (e.g. planting, or new or relocated artificial refuges) may be required if monitoring reveals that target species are not thriving.

BAP monitoring records will be uploaded onto national and regional ecological databases, principally the National Biodiversity Network (NBN), Biodiversity Action Reporting Systems (BARS II) and Greenspace Information for Greater London (GiGL).

Habitat and species monitoring is described in the 2014/19 BAP.

23.3 Management Plan Review

A full annual review of the Park Management Plan will be undertaken during April of each year. This review meeting will discuss lessons learnt and options to implement change, and will set out:

 options for change in design, management and maintenance and park operation  define mechanism, methodologies and responsibilities for changes  LLDC/EFM reporting and review mechanisms

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23.4 Benchmarking and Third Party Review

The outcomes and commitments described in this Park Management Plan will be subject to benchmarking and review through a variety of mechanisms. These will include:

 Annual Green Flag Accreditation  Membership of the London Parks Benchmarking Group  Monitoring and reporting on BAP targets through GiGL, NBN and BARs  Compliance with London Plan and other Mayoral commitments and targets  Compliance with statutory and planning obligation

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