Blaise Management Plan Version 2, November 2013

A Management Plan for

Blaise Castle Estate

2014 - 2019

This document has been reviewed by:

John Williams, Estates Business Manager

Sarah Tyler, Estates Planning Officer

On behalf of City Council

The Estates Office, Estate,

Long Ashton,

Bristol,

BS41 9JN

For further information about Bristol Parks and Estates

Tel. 0117 963 9174 Email: [email protected]

www.bristol.gov.uk/parks

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Blaise Management Plan Version 2, November 2013

Contents 1. Introduction 1.1 The reason for producing the Management Plan 4 1.2 Purpose of the plan 4 1.3 The process used to produce the plan 5 1.4 The life of the plan 5 1.5 Vision and themes 5

2. Policy Context 2.1 The Corporate Plan 6 2.2 Bristol Strategic Context 9 2.3 Green Flag Award 9

3. Site Description 3.1 Name of the site 9 3.2 Location and size 9 3.3 Ownership 10 3.4 Site Summary 10 3.5 Site History 10 3.6 Natural heritage 13 3.7 Cultural heritage 14 3.8 Built heritage 15 3.9 Legal agreements 25

4. Community Use 4.1 Consultation 26 4.2 Community groups 26 4.3 Visitor facilities 27 4.4 Access 28 4.5 Recreation use 29 4.6 Events 30 4.7 Children and young people 30 4.8 Educational 31 4.9 Interpretation 31 4.10 Web-pages 32 4.11 Anti-social behaviour 32

5. Management and Resources 5.1 Staff structure 33 5.2 Volunteers 34 5.3 Grounds maintenance 34 5.4 Play Equipment 34 5.5 Financial 35 5.6 Grant aid 35 5.7 Sustainability and EMAS 35 5.8 Approved pesticides 36 5.9 Recycling 36 5.10 Litter Bins 36 Page 2 of 44

Blaise Management Plan Version 2, November 2013 5.11 Health and Safety 36

6. Monitoring and Review 6.1 Five Yearly 37 6.2 Bi-annual 37 6.3 Annual 37 6.4 Quarterly 37 6.5 Monthly 37 6.6 Weekly 37

7. A Five Year Work Plan 7.1 Objectives 39 7.2 Ambitions 43

8. Appendices Appendix 1 - Estate maps

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Blaise Management Plan Version 2, November 2013 1.0 Introduction

1.1 The Reason for Producing the Management Plan

This plan sets out to describe the site today and to explain why it looks and works the way that it does. It seeks to identify the current and conflicting demands of the site users and it proposes a sustainable management guide that will conserve, restore and enhance the historic and ecological importance of the site whilst improving public access and enjoyment.

A guide to Producing Park and Management Plans by Cabe Space states that “the primary reason for developing a management plan is to aid the efficient and effective management of the site.” In fulfilling that aim this strategic management plan will provide a structure for the future management and maintenance of .

A ten year strategic management was produced and approved by the HLF in 2007, as a condition of the project „Restoration of Historic Landscape and Public Park‟. This document provided a strategic framework for the future management and maintenance of Blaise Castle Estate between 2007 and 2017.

1.2 Purpose of the Plan

Blaise Castle Estate has been surrounded by a changing landscape for many years. Society and its demands change with time and the management of the plan must react to those changing demands.

Blaise Castle Estate is a significant site for the citizens of Bristol and it is important to ensure the estate is managed in a sustainable way for future generations.

This plan will:  Assist the Estates Management Team in the efficient and effective long-term management of the site.  Protect the investment made as part of the restoration.  Provide continuity by providing a stable plan when personnel change.  Enable management and key stakeholders to identify significant projects that are presently beyond their financial resources so that additional capital and revenue can be sought and grant applications made.  Enable management to monitor and assess change on the site.  Enable management to ensure that all interested parties agree to the standards and objectives outlined in the plan.  To promote positive use of the site, for example by reducing anti-social behaviour.  Provide aims with which to approach other organisations and council departments with a view to working together to achieve mutual objectives.  Allow estate officers to prepare a rolling 5 year work plan that will be reviewed annually to manage the site in the medium term.  Enable the estate officers to prepare detailed work plans for site staff that will be implemented through on-going maintenance and manage the site in the short term.  Inform user groups and individuals about the long-term future of Blaise Castle Estate and to outline the site management and the reasons behind any major changes.

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Blaise Management Plan Version 2, November 2013 1.3 The Process Used To Produce The Plan

Consultation with the stakeholders, both site and non-site users, local groups and communities will be carried out prior to this plan being published. Feedback will be collected via email, public exhibitions and online. Once feedback has been collected this will be reviewed and amendments made to the plan as required before it is published.

Future consultation will occur as the 5 year work plan is updated and when the management plan is due to be reviewed by 2019. This is a working document and subject to change in the 5 years, amendments will be added to the appendices.

1.4 The Life of the Plan

 The plan contains a 5-year work plan that will be reviewed and updated annually with key stakeholders and key members of staff.  The implementation and monitoring of the plan will be the responsibility of the Estates Business Manager, Estates Planning Officer and Estates Management Team Leader. The plan will continue to be reviewed every 4 years to enable it to roll onto the next 5 year phase.

1.5 Vision and Themes

1.5.1 Vision Statement

‘The vision for Blaise Castle Estate is the continued conservation of those qualities that define the site, i.e. historic landscape, natural environment, archaeological features and the heritage of buildings.

As a major visitor destination, sympathetic development of the Estate will continue to provide for the residents of Bristol and beyond to enjoy the recreational opportunities that this affords.

Management will aim for sustainable management with the community, high maintenance standards and an imaginative customer focused visitor space.’

1.5.2 Key Themes

Blaise Castle Estate owes its importance to a complex and integrated relationship of topography, landscape design ecology, history, archaeology, organisational management and visitor enjoyment.

Within these themes a set of objectives have been identified which set out clear management targets (see section 7 - Five year work plan). Both the themes and objectives may develop and alter as the local environment and strategic contexts change. Reviewing and investigating these issues will be an on-going process throughout the lifetime of the plan.

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Blaise Management Plan Version 2, November 2013 Enjoyment

To increase public appreciation of the estate. To maintain Blaise Castle Estate as a place for public recreation where visitors can enjoy picnics, walks, exercise and experience the delights of the play opportunities provided, discover the historic landscape and features and enjoy the ecological interestthat the site offers.

Historic Landscape

To ensure that the estate is sensitively managed and that all areas of the historic estate are maintained and enhanced and that the estates character is retained.

Ecology

To ensure the rich diversity of flora and fauna habitats within the site are monitored, maintained and enhanced. Conservation; the landscape will be highly valued for its managed and thriving nature conservation habitats and for its species diversity.

Built Heritage

To ensure that all the buildings and structures within the estate are maintained, ensure that all statutory and health and safety checks are completed and recorded as appropriate.

Access

To provide an estate that is accessible to all consistent with the immutable constraints of the site.

Management and Resources

To ensure that Blaise Castle Estate is sustainably managed and resourced, public use is balanced against the heritage value of the site, health and safety of visitors is maintained, anti-social behaviour is reduced and that the estate continues to be a great asset to present and future generations.

2.0 Policy Context This section provides some strategic context within which the management plan has been produced and provides an example of how action and aims within the plan are both guided by, and relate back to wider strategies.

2.1 The Corporate Plan

The Corporate Plan sets out what, within available resources, Bristol City Council plan to achieve over the next three years towards the delivery of the longer-term vision for the city. The Corporate Priorities and Medium Term Financial Plan can be viewed at www.bristol.gov.uk

2.1.1 Outdoor Events Permission Policy (2013)

The Outdoor Events Permissions Policy provides general guidance on the spaces and locations available for events and sets out the principles and procedures that underpin any

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Blaise Management Plan Version 2, November 2013 decision to support an event proposal. It provides a clear and transparent framework for how each application will be assessed.

There is a delicate balance to be struck between holding a diverse programme of events, allowing a variety of groups from both community and commercial sectors to hold activities, and the preservation of the city parks and open spaces for regular users. This policy aims to ensure that all event organisers are aware of the need to consider local environment, residents and communities, whilst providing a safe and enjoyable event.

2.1.2 Parks and Green Space Strategy (2009)

The Parks and Green Space Strategy (P&GSS) outlines a 20-year investment programme for the future provision of green space and the facilities and services that should be provided. Its core vision is to create a city with good quality, attractive, enjoyment and accessible green spaces which meet the diverse needs of all Bristol citizens and visitors.

The P&GSS can be viewed at www.bristol.gov.uk

The P&GSS has eight objectives:

1. Raise the quality of parks and green spaces. 2. Encourage greater use and enjoyment of Bristol‟s parks and green spaces by all sectors of the community. 3. Contribute to the wider planning of the urban fabric of the city by providing a range of good quality parks and green spaces, which play a significant role in meeting the needs of balanced and sustainable communities and enhancing the urban landscape, to help make Bristol a green and sustainable city. 4. Protect needed green space from development. 5. Rectify shortage in particular types of green space across the city to ensure all residents have access to formal, informal, natural, sports and children and young people‟s spaces. 6. Provide a clear basis for the beneficial investment in green spaces – identifying those areas of Bristol where investment and improvements in green space are most needed – helping the council „spend better‟. 7. Encourage active and healthy life-styles and promote social inclusion. 8. Encourage community participation in the improvement and management of green spaces.

The following table shows how the policies in P&GSS relate to Blaise Castle Estate Management Plan.

Ref Policy Detail Blaise Castle Estate within Management Plan Response P&GSS Formal Green Space FG3 Restore, enhance and safeguard Overall management of the site. key historic estates and parks, respecting historical features whilst responding to modern day needs. Natural Green Space

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Blaise Management Plan Version 2, November 2013 NG2 Improve maintenance and Grounds, woodlands and management regimes ensuring waterway maintenance schedules optimum conditions for wildlife will be informed from ecological alongside attractive, welcoming and surveys and act on the easily accessible places for people recommendations. Hay is only cut to enjoy. after flowers have set seeds.

 Develop a skilled dedicated Where possible minimum workforce specialising in intervention will occur after trees management of nature fall allowing natural regeneration. conservation sites, with suitable specialist equipment.  Improve entrances and routes through natural green space to improve welcome and security. NG5 Create new habitats for wildlife to Grounds, woodlands, waterway remedy shortfalls in natural green and scrub maintenance schedules space. will be informed from ecological surveys. Active Sports Space AS4 Support clubs and individuals by United Banks Cricket Club use the providing the right facilities and cricket pitches and pavilion encourage participation in outdoor through the Summer season. sport. Westbury Harriers use the pavilion and grounds for their running club. Many charity and commercial running events take place in the grounds. AS5 Enhance the wider park environment The nature and landscape of for informal sport. Blaise Castle Estate offer many opportunities for informal sports such as jogging, cycling, horse riding. Land Management Policies LM6 Develop the role of on-site parks Estates staff are to receive training staff and dog wardens to tackle to enable them to educate, problems of dogs' mess and encourage and as necessary issue uncontrolled dogs through fixed penalty notices for fouling education, encouragement and and uncontrolled dogs. Close enforcement. liaison with the dog warden service will be developed. LM8 Build into our green space planning The larger and more mature trees measures to adapt to, and mitigate, provide shade at various locations. the effects of climate change; The number and quality of the including trees for shade, drought trees contribute to the mitigation of resident planting and water storage. decline in urban air quality and the development of urban hot spots. LM9 Adopt sustainability targets in the The management plan seeks to management of Bristol's parks and undertake a range of sustainability green spaces. measures, which form part of the Page 8 of 44

Blaise Management Plan Version 2, November 2013 Estates EMAS commitment. LM13 Put measures in place to reduce The management plan outlines in motorbike access to green space the 5 year work plan that an whilst seeking to enable the fullest access audit will be carried out access for legitimate users. and restrictions to prevent unauthorised vehicle access. Delivery Policy D1 Support participation and Consult on management plan draft involvement in parks and green prior to publishing. Encourage spaces through consultation, volunteer‟s onsite and educate participation in active management visitors about the site ecology and of spaces, volunteering, education history. An annual guided walks and outreach activities. and talks program will be produced. D2 Increase use and enjoyment of Provide a wide variety of events spaces through a range of activities and activities throughout the year including providing health and that are appropriate to the site and exercise related opportunities, do not have detrimental effect on events, festivals and improved the environment. information provision.

2.2 Bristol Strategic Context This management plan complements the wider strategic context of Bristol City Council and its partners. It seeks to achieve the objectives of the strategic framework by translating those policies that are appropriate to the management of the site.

The management of Blaise Castle Estate is governed and guided by local policies, strategies and Local Plan designations.

2.3 Green Flag Award The Green Flag award scheme is a measure of the quality of the provision and management of parks and green spaces. It is an annual award that is administered by Keep Britain Tidy. Applications are made in January when the management plan is submitted for evaluation, then an assessment of the site is made by two independent judges who evaluate the site using the following criteria:

 A welcoming place  Healthy, safe and secure  Well maintained and clean  Sustainability  Conservation and heritage  Community involvement  Marketing  Management

The prestigious Green Flag was awarded to Blaise Castle Estate in 2008 and has been retained annually since.

3.0 Site Description

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Blaise Management Plan Version 2, November 2013 3.1 Name of the Site The site outlined in red on the ownership map (Appendix 1) is known as Blaise Castle Estate.

3.2 Location and size Blaise Castle Estate encompasses an area of approximately 122 hectares to the North West of Bristol. The site falls within the Ward. See appendix 1 for location and ward map.

Blaise Castle Estate forms an expansive and varied green oasis connecting the settlement of to the west and the village of Henbury to the east. The northern boundary is formed by the residential area of Lawrence Weston and the southern boundary by the residential area of Coombe Dingle. 3.3 Ownership Blaise Castle Estate has been owned in freehold by Bristol City Council since purchase in 1926 of the estate, buildings and gardens. Since then the park has been open to the public for a range of formal and informal activities.

3.4 Site Summary The estate is characterised by historic open parkland, dramatic rocky gorges and mixed woodland. The focal point of the landscape is dominated by Blaise Castle located at the summit of Blaise Castle Hill.

The parkland and the gardens of Blaise Castle are designated Grade II by English Heritage in the Register of Parks and Gardens of Special Interest. Much of the distinctive and significant character of the estate is due to the previous stewardship of the Harford family and the use of distinguished landscape designers and architects, most notable of which is Humphrey Repton.

As well as a range of historic buildings and artefacts the estate supports diverse habitats including ancient semi natural woodland, grassland, streams and open water which support a diverse range of species including those recognised as being nationally and regionally rare and scarce.

3.5 Site History

3.5.1 Early Years The earliest human activity upon the land now defined as belonging to the Estate was probably Neolithic farmers some five thousand years ago. They were followed by Bronze Age settlers whose burial mounds, dating from c.1800-800B.C, on . Clearer evidence of Iron Age communities between c.800 B.C. to 43 A.D. remains in respect of a small defended enclosure on Kings Weston Hill and the later hill-fort on Blaise Hill.

The Roman occupation of Britain from 43A.D. to 410 A.D. generated considerable activity in the area. Large quantities of fourth century painted plaster and roof tiles confirm the existence of a building on Blaise Hill which may have been a temple.

With the departure of the Romans and division into Saxon Kingdoms, the Medieval Manor of Henbury was created in 692, which was eventually held by the Bishops of Worcester, remaining in the hands of the church for over 800 years. Page 10 of 44

Blaise Management Plan Version 2, November 2013 A popular retreat 1547-1789

After the Dissolution of the Monasteries and the seizure of church land by the crown, Henbury Manor was granted to Sir Ralph Sadlier. As it was not the Sadliers‟ principal seat, the manor house at Blaise was leased to local tenants and the land mostly dedicated to agriculture.

In 1675, the Sadliers sold all their land in Henbury, most of which was acquired by Sir Samual Astry (whose father-in-law had built a substantial house in Henbury). Astry enlarged this house (often called the Great House) and laid out formal gardens which incorporated the manor house. This included an imposing double avenue of elm leading from the Great House to the top of Blaise Hill, where he built a small summerhouse.

The Estate eventually passed to the Smyths of Ashton Court, nr Bristol who sold the Great House in 1730 but retained the Estate. The manor house was therefore restored to pre- eminence and became the home of Thomas Farr when he bought the Estate in 1762.

Farr continued the development of the Estate as a pleasure ground. The most striking remnant of this influence is the erection in 1766 of the „Gothic‟ style castle on top of Blaise Hill. He also was responsible for a series of ramparts and bastions around the castle, the Root House and artificial waterworks along the valley of .

The American Wars of Independence resulted in Farr being declared bankrupt and forced to sell the Estate.

Mr Harford’s Estate 1789 – 1815

John Scandrett Harford, a wealthy Quaker, purchased the property now known as Blaise Castle Estate in 1789. The old manor house was replaced with one designed by William Paty, which was completed in 1798. Harford engaged the services of Humphrey Repton to improve the Estate. In 1796, Repton‟s recommendations were presented in one of his „Red Books‟ which exemplified the „Picturesque‟ trend in landscaping. Repton designed the long carriageway from Henbury Road, this is in the Red Book shown on a map and in the script under the title „The Approach‟.

There was a brief period of collaboration with eminent architect who proceeded to design the Dairy, Orangery and .

Classical Grandeur 1815 – 1866

Harford died in 1815, and was succeeded by his eldest son, who had travelled widely throughout Europe. This influenced his appointment of the architect Charles R Cockerell with whom he shared an interest in classical art. In addition to internal alterations to the house, including the picture room, he was responsible for the south-east with its ionic columns, Cockerell‟s Seat, and a terrace bordered by a balustrade with statuary.

From private Estate to public park 1866 -1999

With the death of Harford junior in 1866, the Estate passed to his nephew John Battersby Harford, whose wife, after his death lived the rest of her life at Blaise.

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Blaise Management Plan Version 2, November 2013 In 1926, the Blaise Castle Estate, now comprising 191 acres was sold to Bristol Corporation and, as a public park, it was protected from the surrounding expansion of Bristol. A number of visitor guide books promoted the various features within the Estate and it became a very popular site for informal recreation.

During the Second World War, the unused manor house was occupied by armed forces and lodges on Road, and below Pennywell, were lost.

In 1949, a museum dealing initially with West Country Rural life was opened in and around the manor house. This provided the momentum in 1954 for the relocation to Hazel Brook of Stratford Mill from an area soon to be flooded to create the Chew Valley Reservoir.

The early nineteen fifties to late nineteen sixties would appear to represent a period when the Estate was regarded with great fondness by the population of Bristol. It was maintained to high standard by a dedicated Estate team numbering up to nine including specialists in horticulture and forestry. The large crowds attending the annual Estate Fairs; initially Goram‟s Fair, first held in 1955, then the Blaise Fair organised by the Friends of Blaise for 21 years, exemplify the popularity of the estate during this period. There were setbacks however, such as the fire that badly damaged the castle in 1954.

During the nineteen eighties there was a general decline in the fabric of the Estate with the combination of funding cuts, compulsory competitive tendering and lack of clear direction in management. This situation was aggravated by arson attacks to both the Rustic Lodge and Dairy building. However, the interest of the community remained to the extent that rather than the castle being left as a „managed ruin‟, the Friends of Blaise formed in 1979 to raise money and lobby for its restoration. The restoration of the Castle was completed in 1982 and coincided with Blaise Hamlet being scheduled as an ancient monument.

Restoration

English Heritage‟s storm damage grant aid funded the production of the Blaise Castle Estate Historic Landscape Survey and Management Plan in 1993. This meant that the Estate was well placed to take advantage of the Heritage Lottery Fund‟s Urban Parks Programme, especially after a period of review, when it was decided that bids would only be accepted if based on a historic landscape survey and restoration plan. An initial application for HLF funding was made in February 1998. A revised Phase 1 application was made in February 1999, with acceptance by the HLF in March 1999.

Between 1999 and 2007, Blaise Castle Estate was the recipient of approximately £6million of Heritage Lottery Funding. This grant was to address the rapidly deteriorating landscape and focused on the restoration of:

 Dairy Garden and Terrace Restoration of the Dairy Garden, repairs to the conservatory, reinstatement of the balustrade urns and statuary, rebuilding of the Dairy Scullery and the creation of a performance space.  Woodlands Management of 110ha of woodland, clearance of vegetation from rock faces, the opening up of historic views and the planting of specimen trees and shrubs.  Meadows

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Blaise Management Plan Version 2, November 2013 Palisade fencing around Kings Weston Quarry, fencing and improvement of Coombe Dingle Field to enable grazing and gates to the Royals, Bowden‟s Field and Kings Weston Down.  Archaeological Features Restoration and consolidation works to caves, south bastion and bathhouse.  Water Features De-silting of Tarn Lake and Lily Pond, bank stabilisation, repairs to linings and the creation of water control structures and replanting.  Drives, Rides and Footpaths Re-pointing, grouting, rebuilding and anchoring works to Main Drive retaining walls and Mill Bridge. Drainage, bank stabilization, edging and resurfacing works to Main Drive and Hazel Brook Drive. Improved interpretation.  Estate Walls Replacement of gates and doors and restoration works to Kings Weston road wall.  Estate Lodges and Buildings Repairs and/or external decoration to stable block, Woodman‟s Cottage, Castle and Mill.  Car Parks Refurbishment, planting, resurfacing and extension of Main Car Park and Coombe Dingle Car Park.  Café Reuse of old football changing rooms plus new build to create café, toilets and estate office.  Play Provision of new junior and adventure play facilities.

The Project to restore the historic landscape and public park has seen dramatic improvements and new facilities, which in many respects has changed the community‟s perception of Blaise Castle Estate.

3.6 Natural Heritage

3.6.1 Geology and soils With the exception of the north eastern corner of the estate which lies on Carboniferous Upper Cromhall Sandstone and Triassic Dolomitic Conglomerate, the site overlies a geology of Carboniferous limestone – mostly Black Rock Limestone, Limestone and a thin band of Oolites. There are three Regionally Important Geological Sites (RIGS) within the estate: a mineralised solution cavity and two limestone quarries.

3.6.2 Topography The topography of the estate is varied, ranging from deep limestone gorges to open parkland. The highest landform within the estate is the area surmounted by Blaise Castle at 90m above sea level, with the parkland area synonymous with a more level area of between 25-40m above sea level. The majority of the site is characterised by Kings Weston Hill which forms an elevated plateau and escarpment associated with the River . The estate is bisected in a north easterly/south westerly direction by Hazel Brook, which gives rise to the distinctive rocky limestone gorges associated with much of the designed landscape and geological features.

3.6.3 Hydrology

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Blaise Management Plan Version 2, November 2013 The majority of the estate is well drained. Hazel Brook runs through the eastern half of the site in a deep valley which runs north to south. At the southern end Hazel Brook flows into the which enters the site from the east. Small areas of impeded drainage are found within both floodplains. Hazel Brook in particular makes a significant contribution to the landscape with designed in-stream features such as numerous weirs and two open water bodies; Tarn Lake and Lily Pond. There is a small stone lined pond located within the Royals.

3.6.4 Context within the landscape and wider green space network Blaise Castle Estate is a dominant feature within the local landscape and provides the presiding green space within an otherwise built environment. The connecting green corridor associated with the Hazel Brook provides an expanded natural environment to Shirehampton and Shirehampton Park () and also the neighbouring Kings Weston Estate.

The site is adjacent to a golf course. To the south there is a , sports ground and Canford Park; all of which contribute to the overall green character of the area.

3.6.5 Woodland and Veteran Trees The mature woodlands in Blaise are a major asset to the Estate. They provide an invaluable wildlife habitat and form a significant element of the designed landscape.

The 1993 Historic Landscape Survey identified five periods of planting and woodland management;  Ancient Woodland, probably managed as coppice with standards, represented by areas of ancient woodland ground flora on Castle Hill and the western side of the Gorge.  In the 1700‟s Samuel Astry introduced many elms and limes as part of his formal planting, this included the double avenues of elms stretching from Cockerel‟s Seat up to Castle Hill. Many of the elms were killed by Dutch Elm Disease during the 1970‟s.  JS Harford (owner 1789 -1815) extensively developed the estate partly with the guidance of Repton but also as a landowner wishing to improve his estate. Picturesque parkland groups of oaks and sweet chestnuts and woodland groves of beech characterised this period.  Many exotics and evergreens were introduced during JS Harford Junior‟s time (b.1788 – d. 1866). Yews were introduced along the new line of the drive from Henbury Lodge and on viewpoints on the ridge. A few Arbutus remain from this period and a wide range of conifers. The laurel and rhododendron that were planted as an under-storey are now invading the woodland. In the 1930‟s municipal tree planting occurred corresponding with the estate becoming a public park. Open meadows in the gorge were planted with conifers and an area of poplars in the 1960‟s. A Woodland Grant Scheme (2001 - 2006) covered the estate, aiming to address the issues identified in the 1993 Survey and HLF application. The success of the HLF application initiated a large amount of the work required along the gorge; thinning to increase light levels, removal of hazardous trees, rock face clearance. Partial re-stocking of Evergreen Wood with exotic species as per character and the clear felling of the conifer stands.

A current woodland management system is required to prevent further detraction of the historical and ecological value.

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Blaise Management Plan Version 2, November 2013 3.6.6 Ecology Over 100 hectares of the Estate are designated as a Site of Nature Conservation Importance (SNCI). The SNCI contains a wide range of habitats over a varied geological substrate, as indicated by vascular plant surveys in 2005, bat surveys in 2007, lichen surveys in 2006 and fungus surveys in 2011 and 2012. These include species rich deciduous and mixed woodland, unimproved and semi-improved grassland, streams, pools, rock face, scree and tall herb communities. Sections of the woodland along the flanks of the Hazel Brook, are indeed ancient woodland, as indicated by the presence of Wood Melick (Melica uniflora), Goldilocks Buttercup (Ranunculus auricomus), Wood Anemone (Anemone nemorosa), Hairy Woodrush (Luzula pilosa), Spurge Laurel (Daphne laureola) and Small Leaved Lime (Tilia cordata). Other species found in the valley of the Hazel Brook indicate long periods of ecological continuity (where ecological conditions have remained constant for hundreds of years) including the macro-fungi Cortinarius croceocaeuleus, Cortinarius ochroleucus and Hygrophorus unicolor. Lesser Horseshoe Bats (Rhinolophus hipposideros) are known from small caves and overhangs within limestone rock exposures.

3.7 Cultural Heritage 3.7.1 Landscape Views Designated landscape views were incorporated within the original design intentions of the seventeenth and eighteenth centuries. The restoration of the Estate between 1999 and 2006 has taken into account the most important of these.

3.8 Built Heritage 3.8.1 Walls/Boundaries/Gates The restoration project made significant investment in gates, fencing and boundary walls. However the walls, fencing and gates need to be maintained on a regular basis (see Section 7 Five year work plan).

3.8.2 Buildings The restoration project resulted in significant investment in several buildings within the estate, namely the Stable Block, Dairy, Woodman‟s Cottage and Castle. Basic weather proofing works were carried out on the Orangery/Laundry and Stratford Mill. The Gate House and Rustic Lodge were not included within the scope of the project.

The café is run by Bristol City Council and the management of this building falls within the remit of the Estates Team.

In the past there have been occasional openings of the Mill. However, currently public access is only available to the Dairy House and Castle (on selected days). The Dairy has opened for butter making demonstrations on Doors Open Day, in September each year. The castle however has a more structured approach, with the Friends of Blaise providing controlled public access to the castle between April and October on the third Sunday of the month and bank holidays.

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Blaise Management Plan Version 2, November 2013

3.8.3 Asset Management

Building Date Listed Description Condition Operational Issues Prescription Building responsibility Status

Blaise Estate - Listed Buildings and Structures

Buildings/Features - Thomas Farr

Blaise Castle 1766 II* Designed by Robert Mylne for Thomas Interior walls Estates Planning Long term upkeep. Place under asset Farr. Circular tower with three attached limewashed, Officer Management of public management and building turrets included function rooms and look doorways to access. maintenance. out for ships along . two turrets Liaison required with English Endeavour to open castle as Considerably neglected during 20th reinstated. much as possible, in Repointing, Heritage because of listed century. Interior suffered from a serious status. conjunction with fire in the early nineteen sixties and was to repaired volunteers/Friends of Blaise. rainwater become a managed ruin. Friends of Blaise campaigned and paid for exterior goods and restoration. Some works carried out wire mesh over through HLF project. windows, repaired oak panel door 2012.

Robbers Cave circa II Constructed with large rustic local Cleared and Estates Planning Maintain vegetation Regularly inspect and clear 1770 limestone blocks over shallow excavated cleaned. Officer and Estates clearance, minimise effects vegetation. hole adjacent to carriage drive up to castle. Management Team of ASB Leader

Butchers Cave circa II Interior of cave has low rustic stone bench Cleared and Estates Planning Maintain vegetation Regularly inspect and clear 1770 and ceiling comprised of downward cleaned. Officer and Estates clearance, minimise effects vegetation. pointed stones hence name. Located on Management Team of ASB path up to Lover‟s Leap. Leader.

Buildings/Features - Harford

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Blaise Management Plan Version 2, November 2013

Building Date Listed Description Condition Operational Issues Prescription Building responsibility Status

Blaise Castle 1795-98 II* Original design by William Paty with Good. Museum Section Internal and external Secure long term use. House with remodelled wing and portico by C R GR 356200, 178728 security. Liaison required Determine management additions Cockerell. Houses museum depicting with English Heritage plan. 1832-3 social history including a large costume because of listed status. collection. Building also contains museum caretaker‟s flat and enclosed garden.

Hazel Brook circa II Two arch rubble stone bridges for Repton's Good Estates Planning Maintain surface and stone Inspect annually and bridges 1788/9 Drive and three further small single arch Officer work. maintain as required. and 1812 rustic rubble bridges, part of Harford's drive towards Combe Dingle.

Walled Garden 1790- II Irregular brick walled kitchen garden also Kitchen Estates Planning Rose Garden although Agree management and 1800 creating enclosure to Dairy and Rose Garden Officer and Estates maintained is not currently maintenance of the Dairy gardens. All gated and public access requires Management Team opened to the public due to building and Rose Garden restricted. considerable Leader. security and safety issues. Amend horticulture Kitchen Garden contained various stone work - maintenance as part of the greenhouses. buildings and glass houses. Use changed Inclusion of Dairy Garden grounds maintenance review. from grounds maintenance depot to Rose Garden enhancement works within Improve security. educational use utilising mixture of has been Grounds Maintenance temporary buildings, became empty in renovated and Contract. Occupation of 2007. In 2013 Henbury Conservation maintained. Kitchen Garden to Society and Friends of Blaise began a Dairy Garden community groups. renovation project. restored Dairy Garden was subject to landscaping 2006/07. during the Restoration Programme. Considerable thinning of trees, removal of shrub beds and rockery. Public entertainment area now located at north- eastern end and annually used for performances in Summer. Rose Garden maintained at basic level. Contains Laburnum Walk, surrounding buildings require renovation.

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Blaise Management Plan Version 2, November 2013

Building Date Listed Description Condition Operational Issues Prescription Building responsibility Status

Woodman‟s 1798 II Laid out in design from Repton's Red Book Redecorated Estates Planning Clarify terms of current Review tenancy and Cottage (or as to form part of the vista from house and 2006 Officer occupation maintenance arrangements. Middle Lodge) adjacent parkland. Original roof now tiled, Garden needs landscaping Clarify management of windows replaced with casement windows boundary between garden and veranda removed. and estate. Maintain occupation of building with maximum income and/or benefits in kind. Ensure garden is maintained to ensure viewpoints are protected. Ensure long-term use provides a benefit to the estate either financially or through duties.

Stableblock 1801 II Designed by William Paty. Three wings Roof retiled Estates Planning Security issues. Inspect for vandalism on a around cobbled yard with wall and gates to and renewed Officer. Requires substantial daily basis. front side. Contains rangers and grounds guttering 2005. investment. Monitor condition monthly maintenance contractors‟ operational base, New stable and repair as necessary. stone sculptors workshop. doors 2013. Agree long term maintenance plan.

Dairy 1802 II Design by John Nash in location New services Museum Section and Security and fire risk of Museum Service to optimise recommended by Repton. Thatched and and Estates Planning thatch. use of and protect this octagonal in shape, the scullery has now redecoration Officer. important asset.Review been reinstated. Three ground floor areas 2006. maintenance plan. - the scullery, kitchen and dairy with the potential use of upstairs as an office. Protection of tiled floor.

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Blaise Management Plan Version 2, November 2013

Building Date Listed Description Condition Operational Issues Prescription Building responsibility Status

Orangery 1806 II Design by John Nash in location Holding works Estates Planning Obvious target for Replace glazing as recommended by Repton. 7 bay arcade of carried out Officer vandalism. necessary. Bath stone with glazed doors and roof. 2006 Woodwork in very poor Inspect daily for damage. Venetian windows at either end. condition. Establish maintenance regime for central gutter. Secure long term use. Investigate options for joint funding with FoB for renovation.

Laundry 1806 II Constructed at same time as Orangery. Relatively Estates Planning Secure long term use. Maintain existing status. sound. Officer Holding works carried out 2006.

Timber or Rustic 1820 II Some confusion over date of construction Reasonably Estates Planning Long term future dependant Future dependant on Lodge with some design features common to sound. Officer on considerable investment establishing sustained Thomas Wright, active around 1764. One Thatch roof and establishing suitable occupation. storey subdivided into two areas and an replaced with arrangements for Seek external funding for attic. Covered in bark, with (originally) a temporary occupancy. restoration works. heavy overhanging thatched roof. Exterior corrugated Renovated garden to be toilet has now been relocated internally. Gardens to be maintained by panels due to maintained. estate in the interim. arson attacks. Now occupied Maintain building in a by Property favourable condition. Guardians.

Cockerell's Seat 1832 II Designed by CR Cockerell as terminal Seat installed Estates Planning Maintain condition. Regular maintenance to be point for remains of Sir Samual Astry's 2012. Officer undertaken. double avenue of elms. Bath stone ashlar plain wall with large niche.

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Blaise Management Plan Version 2, November 2013

Building Date Listed Description Condition Operational Issues Prescription Building responsibility Status

Terrace around 1832 II Originally designed by Cockerell. Included Restored 2006 Museum and Estates Security/minimising damage Inspect daily and keep weed Blaise Castle balustrade, urns and statues of dogs. Planning Officer through ASB. free. House. Restored as part of HLF project Maintain hard surface according to Grounds Maintenance contract. Maintain CCTV. Repair damage. Clearly define roles and repsonsibilities of Museum Service and Estates Team.

Buildings/Features - contemporary

Stratford Mill II Late 18th century, two storey mill relocated Pantile roof Estates Planning Long term use. Clarify responsibility for from West Harptree in 1952. Original replaced with Officer Prevention of water maintenance. internal working powered by replaced 19 corrugated ingression. Inspect regularly and century undershot wheel. iron. maintain in sound condition. Undertake assessment into long term future of building.

Blaise Estate - Non Listed Buildings and Structures

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Blaise Management Plan Version 2, November 2013

Building Date Listed Description Condition Operational Issues Prescription Building responsibility Status

Root House or Circa Root House is located just below garden All that Estates Planning Preservation of remains. Make accurate records of Hermitage 1770 of Manor House. Was delicate three remains is Officer artefact. arched timber structure over brick oval brick infill floor, floor. stone pads and rugged rock Keep the brickwork floor clear face through an annual clearance.

Cold Bath Circa Cold Bath House would appear to have Only Estates Planning Maintain clearance of Landscape maintenance. House 1770 been small circular structure which stood foundations Officer and Estates vegetation. above bathing pool in the brook. Likely to remain. Management Team be single room. Leader. Also known as 'Giants Soap Dish.'

The Circa Remnant series of ramparts and bastions Remnants Estates Planning Gradual degradation of Regular inspection and South?Bastion 1770 around castle. remain as Officer and Estates integrity to stone path record and repair overgrown Management Team edgings. damages/deviation. ground level Leader. Maintaining integrity of path low limestone up to Lovers Leap. wall plinth which defines the south western path up to Lovers Leap and base of north steps.

Cartshed Not original feature; recreated from Estates Planning Long term use. another site. Officer and Estates Management Team Leader.

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Blaise Management Plan Version 2, November 2013

Building Date Listed Description Condition Operational Issues Prescription Building responsibility Status

Pumphouse Red brick building containing workings for Structurally Property Services Reach agreement over Inspect regularly. water bore hole and large storage tank. sound but responsibility for Remedial repairs as suffering from maintenance, repairing necessary. effects of ASB remedial damage and - broken securing area. Conservation statement/plan windows, needed. . Pull in Investigate future off main road replacement of pavilion and attracts litter third party finance for this. build up

Pavilion 1986 Concrete rendered single storey building Structurally United Banks Cricket Unsuitable location Continue liaison with club. in very close proximity to children's play sound but in Club and Westbury interrupting views from café Determine future use. area. need of Harriers and Estates and close proximity to play redecoration Business Manager. area. Seek to relocate to western edge of Estate. and repair. Removal and relocation of facilities to location elsewhere within the estate. Short term recognition on part of clubs that maintenance is required.

Tunnel under Tunnel entrance into much larger Boulders Estates Planning Further investigation Undertake research and road chamber. Anecdotal evidence suggests covering Officer and Estates required. further analysis. possible links with Ice House which entrance. Management Team existed under Henbury Road. Leader.

Tarn Lake circa Likely that created for J.S. Harford junior. Desilted, stone Estates Management Maintaining area in litter free Maintain in open water state 1850 It occupies position adjacent to ruins of channels Team Leader. condition. with monitoring of silt Cold Bath House indicating that small repaired, lake Activity of dogs causing deposition. bathing pool was there previously. The lining repaired, erosion. Empty silt traps. bridge crossing an armlet of the pond was landscaped likely to have previously crossed a channel 2006-2007. Invasion of undesirable Separate and remove water of Hazel Brook. Considerable work vegetation. lilies. undertaken through Restoration Project. Consultation with EA over future maintenance.

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Blaise Management Plan Version 2, November 2013

Building Date Listed Description Condition Operational Issues Prescription Building responsibility Status

Lily Pond circa Likely to have been constructed for J.S. Desilted, lining Estates Management Maintaining area in litter free Maintain in open water state 1850 Harford junior. Concrete lined with small repaired , Team Leader. condition. with monitoring of silt rustic overflow. Adjacent hard standing landscaped Activity of dogs causing deposition. may have been location for pump house 2006-2007 erosion. Empty silt traps. Invasion of undesirable Separate and reduce water vegetation. lilies. Consultation with EA over future maintenance.

Cafe 2004 Constructed as part of HLF project. Roof repairs Estates Planning Investigate options for Facilities are now run by Comprising of an operations space for the 2012. Officer and Catering removing toilet and including estates team as an in house café, interior seating area, surfaced Manager. additional storage and food service. outside seating provision, toilets, office preparation areas. Maintain to a 5 star food and a designated landscaped area defined hygiene rated café. by iron fence.

Play area 2000 Designed by Footprints Design and Regularly Play Team. Expansion of dog free area. Inspect daily. installed by Hags Play Ltd. Replaced inspected and Replacement/new Annual inspection by existing equipment as part of the HLF in good equipment, provision of independent safety project. Two separate areas defined by condition swings in both areas. organisation i.e. ROSPA. fencing to exclude dogs. The area for up although, given Removal of cricket pavilion. to six year olds contains a sand pit, heavy use, Close proximity of cricket Ensure safety of surface and swings, roundabouts and seesaws. The some items of pitch 1 presents risk of equipment. adventure style area is designed for 6-12 equipment cricket ball landing in play Exclude dogs by maintaining year olds and contains two towers with need replacing area the fence. curling slides, a climbing net and aerial . runways.

Car parks 2001 Located at Coombe Dingle and Favourable. Estates Planning Security and overall Review capacity and Kingsweston. Restored and enhanced as Officer and Estates capacity. arrangements for overspill car part of HLF restoration. Management Team park. Leader.

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Blaise Management Plan Version 2, November 2013

Building Date Listed Description Condition Operational Issues Prescription Building responsibility Status

Hard surfaces Various Network of hard surface footpaths and Maintained as Estates Planning Need regular and formulised Monthly inspection. driveways. part of the Officer and Estates inspection and repair grounds Management Team regime. maintenance Leader. contract, with some areas in need of additional repair.

Fences and Various Iron fencing and wooden/iron entrance Currently Estates Planning Need to ensure corrective Wooden gates to be included gates gates. inspected Officer. action and maintenance in regular maintenance monthly. Some completed. schedule for re-painting. elements in need of repair.

Benches and 2001 and Seating and interpretation panels provided Currently Estates Planning Need to ensure corrective Monthly inspection. To be signage 2006 as part of restoration plan. inspected Officer. action and maintenance mapped and included in monthly. completed. regular maintenance schedule.

Walls Various Elements restored during 2006. Restored Estates Planning Need to map and identify Identify high risk area and sections in Officer. areas for further restoration prioritise accordingly. good condition. and determine plan for Kings Weston Road wall has Other areas in ongoing repair. been allocated funds for need of repair repair – to proceed with this /restoration. asap (2013).

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Blaise Management Plan Version 2, November 2013

3.9 Legal Agreements

3.9.1 By-laws

There are no by-laws which apply specifically to Blaise Castle Estate. However, the following legislation framework governs the current management activity on site:

Legislation Relevance Responsible Organisation Countryside Rights of Public access in and Bristol City Council Way Act 2000 around the site Crime and Disorder Community Safety Avon and Police Authority and Bristol City Council Disability Discrimination Access and participation Bristol City Council Act 2005 for all people regardless of ability Occupiers Liability Act Health and Safety of Bristol City Council 1984 visitors Health and Safety Act Health and Safety of Bristol City Council 1974 visitors and workers. Road Traffic Acts Motorcyclists illegally accessing the site Authority The Environmental Litter, fly tipping and Bristol City Council Protection Act 1990 abandoned vehicles

3.9.2 Covenants

There are no restrictive covenants within the confines of Blaise Castle Estate.

3.9.3 Leases/Legal agreements

A variety of leases/legal agreements are in place. These include:

 Lease to local cricket club and running club of land occupied by sports pavilion.  Lease for telephone mast, Kings Weston Down, renewal due 2013.  Lease of land known as Blaise Nursery (excluded from the scope of this plan).  Tenancy agreements to private tenants for occupation of Middle and Gate House Lodges.  Lease of the Mansion, known as Blaise Museum. (excluded from the scope of this plan)  Lease of the yard and buildings within the Kitchen Garden.  Lease of a stable to a stone carver.  Lease of the Kitchen Garden Green houses to Henbury Conservation Society and Friends of Blaise, Community Garden Project.

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Blaise Management Plan Version 2, November 2013 3.9.4 Designations

Within the perimeters of the estate there are a number of statutory designations.  Grade II Registered Historic Landscape (English Heritage Register of Historic Parks and Gardens)  Site of Nature Conservation Importance (SNCI)  Regionally Important Geological and Geomorphological Site (RIGS)  Grade II listed buildings/structures  Scheduled Ancient Monuments (SAMs): Kings Weston Hill Camp, Blaise Castle, Iron Age Hill Fort remains, medieval and post medieval remains.

4.0 Community Use

4.1 Consultation

In 1997 (pre the restoration works) when the initial 10 year management plan was produced a summary of proposals for public consultation was issued and feedback sought from park users and a wide variety of interest groups.

In 2007 for the renewal of the management plan a newsletter was produced outlining the vision, aims and objectives for the site. This invited feedback from the key stakeholders and park users, of which, where appropriate informed the management plan.

For the renewal of the current 2014 management plan, both key stakeholders and park users will be consulted through public exhibitions, online surveys and via emails. Through the consultation process feedback will be sought and where appropriate will inform the current management plan.

4.2 Community Groups

Friends of Blaise

Established in 1979 the Friends of Blaise play an important role in the development of the estate. Their origins lay in saving the castle from being a „managed ruin‟, which they successfully achieved through political pressure and raising approximately £14,000.

They have since been responsible for facilitating public access to the castle and the production of the Blaise Tree Guide, and a DVD „The Genius of the Place‟ which provides a wealth of information relating to the contemporary history of the Henbury area, the funding to restore Cockerells Seat, and financial contributions to the planting of trees.

The estates management team attend quarterly meetings and the Annual General Meeting.

Police and local community

There is close contact with the police, especially the Henbury School liaison officer who deals with any pupils seen truanting on the Estate. Good links also exist with the local Primary Care Trust based in Lawrence Weston.

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Blaise Management Plan Version 2, November 2013 Bristol Parks Forum

Bristol Parks Forum is a network of individual community groups and organisations that are working to improve parks and green spaces in Bristol. It is supported by Bristol Parks but acts independently. The group consists of around 80 members representing many different neighbourhoods and green spaces across Bristol.

Henbury Conservation Society and Friends of Blaise

Both these groups have joined together to work on the Kitchen Garden Project. This project begun in June 2013 by clearing two of the disused greenhouses bringing them from a state of disrepair to functional, and are now used by the community group to grow fruit and vegetables.

4.3 Visitor Facilities

4.3.1 Café The café was designed and constructed though the Restoration Project and opened in March 2004, and later won a RIBA design award in 2006. There is provision for up to 15 internal and up to 70 external covers. Initially it was let out to a business tenant under a full repair and renewal lease that also included the provision for one mobile ice cream unit. However, in July 2012, the café was re-opened with a BCC catering team. It is currently open daily with extended operating hours in the Summer.

4.3.2 Public Toilets Public toilets were included within the Restoration Project and are managed by the Estates team. There is ladies and gents toilets, a baby changing room and a disabled toilet opened by a universal radar key. A cleaner is contracted to clean the toilets on a daily basis. The estate rangers open and close the toilets on a daily basis.

4.3.3 Blaise Castle Museum The presence of the museum within the Estate provides an extremely valuable and unique visitor attraction. There is a display with information about the history of the Estate, including Repton‟s Red Book and a valuable link to inspire a visit to the nearby Blaise Hamlet (owned by the National Trust).

4.3.4 Play Area The play provision was significantly enhanced at the start of the Restoration Project and has since become one of the Estate‟s defining characteristics. Its location and dimensions were dictated by the need to avoid compromising the historic landscape. There are two distinct zones within the play area; one is suitable for ages up to six and features a large sand pit, swings and seesaws, the other area is designed for six to twelve year olds and contains two large towers with spiral slides, a climbing net and two aerial runways. The site was designated as a major play space within the Parks and Green Spaces Strategy.

In 2009 the „Play Path Project‟ invested approx. £100,000 in additional equipment and landscaping of the play areas to extend them. The additional equipment included nest swing seat, trampoline, beam see-saw, high swing, benches, gates, fencing and landscaping.

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Blaise Management Plan Version 2, November 2013 The cricket pavilion, around which part of the play equipment was built presents an on- going maintenance issue and is not aesthetically pleasing.

4.3.5 Performance Area Public access to the Dairy Garden has always been „controlled‟, through the presence of a ranger when it was open or restricting access all together except on special occasions. As part of the Restoration Project works, there is now a defined performance platform set before a series of rising grass tiers, two dedicated power sources, a toilet and ability to provide refreshments/storage/changing area for performers. The project also undertook restoration of the dairy building to include rebuilding the scullery and installing a small kitchen.

The Dairy Garden is currently used by outdoor theatre groups, the museum service for wedding function photos and butter making days, and the estates catering team for cream tea afternoons.

4.3.6 Paths Within the estate there are a variety of different paths which can be listed as follows: 1) The level wide surfaced path providing the link from the main car park, café, toilets, play area and Blaise Castle House. 2) The main drives, which lead to Gate House Lodge and Coombe Dingle. These were resurfaced to a high specification during the Restoration Project and in following the contours, undulate considerably with steep gradients in places. The topography prevents a circular route using surfaced paths. 3) Vehicle accessible non-surfaced. Notably the gently graded route to Castle Hill and those around and leading onto Kings Weston Hill. 4) Secondary non-surfaced. These are steeper and less wide than the previous but provide circular routes for walkers and are therefore well used. These would include the south facing path to Lover‟s Leap, Rhododendron Walk, paths across the Royals and running north past the Mill. 5) Woodland trails. These are well-established paths, which on occasion cross difficult terrain and in the main are used by people who are familiar with the site.

4.3.7 Historical Buildings Besides the museum, there is history of public access to three of the historic buildings within the estate; the Mill, Dairy and Castle. Pre 2003 there was the occasional opening of the Mill, through the ranger service. The Dairy hosts butter making days organised by the Museum. The Castle has had a more structured approach, with the Friends of Blaise opening the building every third Sunday of the month and bank holidays between April and October.

4.4 Access

There are a number of public entrances, Public Rights of Way, car parks and informal footpaths associated with Blaise Castle Estate. See map in appendix 1.

When the estate is open, the only means by which unauthorised vehicles can enter the site is via the entrance leading to the museum. Without any means of controlling access except the pair of heavy wooden entrance gates, the area in front of the museum can be subject to vehicular congestion and potential conflict with pedestrians.

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Blaise Management Plan Version 2, November 2013 Installed gates at the pedestrian access points have reduced the amount of unofficial vehicles (particularly motorbikes) accessing the site.

4.4.2 Cycling There are no designated cycle paths through the estate, however cyclists are permitted to use the shared use paths. This however, causes a conflict of users especially with some cyclists travelling at speed on the same path used by pedestrians including toddlers, elderly visitors and dog walkers/dogs. The provision of signage warning visitors of the shared use and potential installation of speed ramps, thermoplastic wording on the paths or segregation of different users‟ needs to be investigated to ensure the safety of all concerned. The site code of conduct also needs to be publicised.

4.4.3 Parking A car park is provided off the Kings Weston road. In respect of visitor management, Blaise Castle Estate could be viewed as a victim of its own success. The main consideration is recreational carrying capacity and the Estate‟s ability to accommodate its current visitor numbers. In order to meet the most basic requirement of the majority of visitors to the estate, and aware of the concerns of both police and neighbouring properties, an overflow car park has been established on the grass to the west of the main car park since 2005. It is necessary to provide this facility throughout the main school holidays and most Summer weekends. From late autumn to mid spring, ground conditions prevent the use of the overflow facility and therefore parking on the road is common.

4.5 Recreation Use In the past, the Estate has played host to cricket, football, hockey and even had a mini putting course. Over time this has been reduced to cricket on the main grass area with other activities such as horse riding, running and orienteering utilising paths further into the Estate.

Cricket There are three squares spaced across the main amenity grass area that runs parallel to Kings Weston Road. Available to any organisation, matches are booked through the Sports Team and are restricted to Saturdays and Wednesdays. One club, the United Banks Cricket Club play regularly on Pitch 1. In 1986, this club, together with Westbury Harriers obtained a 30-year lease on land upon which they erected a sports pavilion.

Football There are no facilities for this sport on the Estate although a few junior teams have been observed training in the evenings.

Orienteering Bristol Orienteering Club has established an 18 point course using small utilitarian markers. Maps are available to the public and are on sale through the estate office.

Athletics/running Westbury Harriers organise a series of club runs throughout the year. The estate has become popular as a venue for cross country with both South and staging their inter school races on site. A number of sponsored runs also take place through the year at the estate.

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Blaise Management Plan Version 2, November 2013 Horse Riding In addition to the use by two stables, which are in close proximity to the Estate, there would appear to be a considerable number of other horse riders utilising the Estate. A privately owned stables sits notionally within the Estate along Kings Weston Road, with the owner renting two fields from the council. The Riding for the Disabled organisation operates a large stable on the north side of Kings Weston Road. A permissive bridleway is located upon and around Kings Weston Down with access through Pennywell, and off Kings Weston Road at various points. This links into the route through Kings Weston Estate to provide a considerable length of continuous off road riding.

Barbeques Barbeques are permitted within the estate grounds with the exception of the cricket square, formal gardens and children‟s play areas. However, it is advised that the raised bucket style barbeques are used so that they are raised from the ground, preventing the grass being scolded. All rubbish is to be removed from site as litter bins are not provided.

4.6 Events

One of the city‟s Festivals and Events team objectives is to promote Bristol as a creative, culturally dynamic city and destination, developing an exciting and broad mix of festivals and events reaching out to Bristol‟s diverse communities. Processes are in place in the form of event licences to enable suitable, well managed events to take place in the city.

Events are also an important element in the social and recreational use of an estate as well as raising income and awareness of the estate. The program of events include small scale events arranged by Bristol City Council as well as externally organised events of varying scales. All potential event organisers must first apply to the council‟s Event Permission Team for a licence which must be agreed with the estate‟s management team and the Safety Advisory Group (SAGE) which contains police, ambulance and fire officers, as well as highways for traffic management concerns. Site fees are charged together with a refundable bond to cover the cost of any reinstatement works that may be required due to the event taking place.

A yearly program of walks and talks events will be held at Blaise Castle Estate. These events will:  Encourage more people to discover Blaise Castle Estate  Enable people to learn about the historical and natural heritage of the estate.  Encourage more people to become involved in helping look after the estate.  Enable people to enjoy being in a natural green space.  Enable people to develop a sense of local community.

Under the Licensing Act 2003, the estate has been premised for regulated entertainment only at events with up to 4999 people present at one time. If larger events are to take place at the site, an application for an event specific premises licences must be applied.

During 2013 a large event was piloted at Blaise - a family friendly music festival. This was a successful event and the income received from this event has been re-invested in the estate. This event was a sell out with 7500 tickets sold with positive reviews from those attending. The estates and event teams are now looking to attract events of this scale to the site in the future.

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Blaise Management Plan Version 2, November 2013 Numerous charity runs and sponsored walks take place at the site each year, together with outdoor theatre performances, a charity dog show and ranger led guided walks.

Childrens inflatables and rides were also piloted in the school holidays and weekends at Blaise in 2013. This included an inflatable slide, carousel and trampoline bungees. The site fee for the rides has generated much needed income to the site and provided an additional attraction for children visiting the site. The estates team plan to continue providing additional attractions at the estate to generate income to fund site projects.

An outdoor events permissions policy has been drafted in 2013 which outlines how Bristol City Council help support events while ensuring our Duty of Care is upheld. This policy has been introduced to inform how decisions are reached regarding event activity across the city.

4.7 Children and Young People Blaise Castle Estate has a rich and varied landscape providing excellent opportunities for the informal play needs of local children, including a wide range of natural play opportunities such as fields, trees and hills. Blaise Castle Estate also offers the opportunity to be used as an area for informal activities, including kite flying, picnics, frisbee and ball games.

Formal play areas are provided for children upto 12 years old with play equipment including towers, swings, slides, trampoline and see-saws.

4.8 Education It is important that people have the opportunity to increase their understanding and enjoyment of Blaise Castle Estate, its wildlife, landscape, history and archaeology. There is potential for both formal and informal educational use of the estate. The annual walks and talks program creates opportunities to enable people of all ages to learn, discover and enjoy the features of the estate.

At present there are no formal arrangements with school, youth and educational groups visiting the site, so it is not possible to gauge how many educational visits take place in the grounds each year. Due to the open nature of the site, groups are able to visit without booking and hence there is only anecdotal evidence in relation to visits.

The consequence of education groups attending site independently, without informing the estates team, may result in groups not fully engaging with Blaise Castle Estate. This could lead to an unfulfilling experience both for the visitor and the estate in regards to educating its visitors about the site. Interpretation improvements and the annual events programme should improve this.

However, some groups do pre-book with the rangers and can then benefit from a guided tour or information given from the site rangers. These groups range from pre-school guided walks to degree students and special needs groups carrying out practical work. The museum also hosts a number of educational visits throughout the year.

4.9 Interpretation In the past there has been a mixture of interpretation provision but with little structure. This has ranged from a high quality „official guide book‟ and other printed matter to self-guided

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Blaise Management Plan Version 2, November 2013 walks funded by the Friends group. Further interpretation is provided as part of an events programme (and upon request) via ranger guided walks.

The Restoration Project, in addition to the five orientation panels located at the main access points, provided interpretation of a similar design for Blaise Hill and Castle, Kingsweston Hill and the Dairy Garden. This interpretation is further complemented within the Museum, which contains a fine historical display.

The Friends of Blaise have managed the access for the public to the castle; during these open days information is provided by approachable and knowledgeable volunteers as well as static display boards on show. The group have designed, published and maintain a guide to the more notable trees within the Estate‟s parkland. Also, in conjunction with Henbury Conservation Society, a professionally produced DVD has been created which features the Estate and surrounding area. Joint working between BCC and Friends of Blaise has provided display boards in the café that celebrated the 80 years of the Estate being in public ownership.

4.9.1 Signage The estate is clearly announced on approach by brown tourism signs leading to the car parking facilities.

The signage at the estate will continue to be kept to a minimum to avoid the proliferation of unsightly signage clutter and visual intrusion into the historic landscape. The signage will follow the marketing and branding as used across the Bristol heritage estates, appropriate to the rural and heritage of the sites.

Consideration needs to be given to suitable notice boards to publicise Estate News, contact details, events and information, as well as signage to direct visitors to areas of interest especially the house/museum.

Paper copies of an estate map and walking guides are available from the estate office and café, these give information of the historic points of interest across the estate. However, greater interpretation facilities would be of benefit to site visitors.

4.9.2 Public Art The building of the café provided an opportunity for public art. The most visible is the dog sculpture created by Jason Lane, which is located on a plinth adjacent to the café. The water wall located on the south west side of the café provided a good example of both art being integral to the design of the building and providing a functional role in that one less surface is at risk from graffiti. The text inscribed upon the wall relates to the wooden bridge located close to Tarn Lake. There are further inscriptions upon the glazing around the café and on the slate plaque located within the building.

4.10 Web-pages The Bristol City Council website features web pages about Blaise Castle Estate. These pages contain general information about the estate including the layout and management of the site, activities, events, history and features. As the Blaise webpage is reviewed it is an ambition that downloads of the key documents will be available online; this includes maps, walking guides and the management plan. Friends of Blaise have their own website that details events and includes updates on projects that the group are undertaking as well as information for new members to become involved. Page 32 of 44

Blaise Management Plan Version 2, November 2013 4.11 Antisocial Behaviour

4.11.1 Motorcycles

Motorcyclists scrambling and joy riding have been an on-going issue since the park opened to the public. Bristol City Council will continue to work with the police, the local community and the ranger service to co-ordinate and implement reasonable measures to prevent illegal entry to the estate.

4.11.2 Dog Fouling and Dog Behaviour

With increasing numbers of residents the issue of responsible dog ownership is important to ensure the safety of site visitors and the maintenance standards of the estate. Issues of site users not clearing up after their dogs and owners not responsibly controlling dogs could be addressed with appropriate code of conduct displayed in noticeboards and the ranger service and dog wardens providing education to site users together with referrals to dog and owner training sessions.

4.11.3 Vandalism

Both the estate buildings and grounds are affected by vandalism which can result in reductions in service, potential health and safety issues and costs to repair and replace damage.

5.0 Management and Resources

5.1 Staff Structure for Blaise Castle Estate

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Blaise Management Plan Version 2, November 2013 Within the operations section of Environment and Leisure Services, the staff structure to implement the management plan will be as per the below structure. Please note, this is the Estates Team structure. Grounds Maintenance and other partners eg Event Permissions and Horticultural Services fall within separate teams.The management of Blaise Castle Estate rests within the Estates section of Environment and Leisure Directorate. Blaise

Castle is within the remit of the Parks Estates, Play, and Crematoria Manager. The Estates Business Manager is responsible for the management of all the heritage sites including Blaise Castle Estate. The Estates Management Team Leader reports to the Estate Business Manager and is responsible for grounds management to include monitoring the quality of the work, implementing the management plans and together with the Estates Planning Officer reporting to the Friends of Blaise on progress with planned works. The Estates Planning Officer also reports to the Estates Business Manager and is responsible for managing the built structures, events and for monitoring the management plan implementation, producing and updating the plan as required.

The Estates Support Officers manage the enquiries and complaints received relating to Blaise Castle Estate, provide admin support to estates management, process orders and invoices, and work on projects such as walks and talks program, producing newsletters and marketing.

Two rangers are employed at Blaise Castle Estate, one full time and one part time (0.6). The ranger‟s responsibility includes the day to day management and maintenance of the site including daily play park checks and public enquiries, landscape management issues, Page 34 of 44

Blaise Management Plan Version 2, November 2013 assisting and leading volunteer groups, liaison with event leaders and contractors, leading guided walks and talks.

Grounds maintenance is covered by a separate team, of which contracted to provide this service to Blaise Castle Estate. One head gardener (based on site part time) and 3 other site gardeners are based onsite.

Events are managed through the Event Permissions Team in close consultation with the Estates Planning Officer and the wider estates team.

There are specialist officers that the operations section can call upon for advice on specialist subjects such as ecology, structural engineers or legal.

5.2 Volunteers Volunteers work on various projects in the estate, this currently includes the Conservation Volunteers (TCV), Community Payback team, work placements and Leyhill placements.

As per the 5 year work plan the continuation and development of volunteers contributing and participating to the estate will be encouraged as they are an invaluable source of knowledge, skills and labour.

5.3 Grounds Maintenance The grounds maintenance team are contracted to:  To empty dog and litter bins as necessary  To maintain grassland according to four different regimes which provides for variance in height and frequency of cut and removal of arisings within the semi- improved and unimproved grasslands.  To maintain all hard surfaces to a high standard  To maintain all shrubs.  To maintain all woodland paths and edges free of litter, with vegetation clearance to maintain easy access (together with volunteers and the ranger team).  To maintain the cricket squares and outfields  To maintain the Rose and Dairy Gardens

5.4 Play Equipment The play equipment is subject to a rigorous inspection and maintenance regime. Inspections are carried out once a week by a trained play inspector and on a daily basis throughout the rest of the week by the rangers. The play area is subject to an annual independent inspection organised by the parks play section.

The most time consuming element of daily maintenance involves the sand pit which requires sweeping. Any maintenance issues are either dealt with straight away or the equipment is isolated until the matter is dealt with. Based on the reports of the inspector and rangers, any planned maintenance is organised through the parks play section.

5.5 Financial The Blaise Castle Estate budget is set annually. Additional grant aid and income is to be continuously identified and pursued to increase the budget.

5.6 Grants There are a number of grants available, most of which are used to support management Page 35 of 44

Blaise Management Plan Version 2, November 2013 and restoration works. Bristol City Council anticipates making continuing grant applications where eligible to support sustainable financing for Blaise Castle Estate. The principle grant schemes that will be investigated are as follows:  Rural Payment AgencyNatural Environmental Higher Stewardship Scheme  Forestry Commission Woodland Improvement and Planning Grants  Heritage Lottery Fund  English Heritage Grants

5.6.1 Other Sources of Revenue Ways in which to increase revenue and capital funding will be identified and pursued. This will include:  Section 106 contributions and Community Infrastructure Levy (CIL)  Event Licence Fees  Film Licence Fees  Firewood  Interpretation board donations  Catering concessions  Donations of materials  Seat donations  Tree donations  Friends of Blaise Contributions.

A significant amount of funding is raised through the Friends of Blaise and in the past this has funded many projects at the estate; the restoration of the castle, the planting of trees, installation of Cockerels Seat and production of the walking guides to name just a few examples.

5.7 Sustainability and EMAS

Bristol City Council is committed to improving the local environment and helping to improve it for the future. We recognise that our wide range of activities and services have positive and negative impacts upon the environment, and that we have a leading role to play in creating a sustainable city. To achieve this goal an Environmental Policy is in place and an environmental management system was implemented in 2006 called EMAS (Environment Management Audit Scheme). EMAS is an independently verified system that ensures that significant environmental impacts are monitored and managed, and overall environmental performance is continually improved. The Environment and Leisure Department is EMAS registered, as part of the corporate system. The council subscribes to a quarterly database that is available on the intranet called CEDREC to enable departments to keep up to date with legislation.

Most aspects of the management of Blaise Castle Estate will fall within the remit of EMAS, and be open to external audit.

5.8 Approved Pesticides

Herbicides, chemicals, paints and other materials are all COSHH (Control of Substances Hazardous to Health) regulated and usage is kept to a minimum. A list of approved pesticides can be found in the appendices.

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Blaise Management Plan Version 2, November 2013 5.9 Recycling

Hay cut material will be removed from site for use by the farmer.

All rubbish collected by working parties where practical will be sorted and recycled where possible.

The café recycles rubbish where possible.

5.10 Litter Bins

The presence of litter bins and other site furniture can be inappropriate as well as visually detrimental to the landscape quality of such a historic and rural landscape as Blaise Castle Estate. There is currently a policy of no litter bins within the parkland areas for this reason and relies on educating people to take their litter home with them. The policy is effective in the context of the vision of Blaise Castle Estate as a country park and currently there is no reason to persuade the management team that bins should be introduced.

5.11 Health and Safety

Bristol City Council provides public open spaces in accordance with the Health and Safety at Work Act and various statutory guidelines. The council‟s health and safety committee meets regularly and provides the reporting mechanism to ensure that health and safety issues are dealt with in an organised and systematic manner. There is a multifaceted approach to health and safety issues, each one designed to control hazards and risks in various work areas. The following methods and procedures are utilised to ensure that there is a safe environment for both the public and the members of staff:

 H&S induction for new employees  Risk Assessments  COSHH Assessments  Safe and lone working procedures  Safe chemical storage, application and disposal (where chemicals are used)  Core and specific training e.g. manual handling  Defined roles and responsibilities  Effective communication methods  Emergency procedures  Effective reporting and investigating procedures  Recognised First Aiders  Manual handling proceduresSite inspections  6.0 Monitoring and Review

6.1 Five Yearly  The Estates Planning Officer will review the whole management plan document.  Sites of Nature Conservation Interest (SNCIs) to be checked for favourable conservation status. SNCI survey is undertaken by The Parks and Estates Service. The cycle of re-surveys for the favourable condition status of SNCIs is subject to determination (first time audit of all city SNCIs is ongoing), it is expected to be 5 yearly for meadow habitat and 10 yearly for woodland habitat.

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6.2 Bi-annual  Monitor satisfaction of site users through user surveys.  Condition of trees to be checked and recorded.

6.3 Annual  The Estates Planning Officer and Estates Management Team Leader will review the yearly work plan and set out a new yearly work plan.   Monitor and record the number of events.  Monitor income and expenditure against annual budgets.  Review EMAS action plan.  Risk assessments carried out by the Estates Management Team Leader.  Management Team attend Friends of Blaise AGM.

6.4 Quarterly  Management Team report to the Friends of Blaise.

6.5 Monthly  Monthly spending monitored by Estates Business Manager against annual budget.  Estates Management Team Leader formally monitors quality of work against specifications.  Complaints are monitored and reported to the management team as appropriate.  Site inspections are to be carried out.

6.6 Weekly  Informal grounds maintenance quality inspections carried out by the Ranger.  Vandalism and anti-social behaviour is monitored by the site rangers.  Casual observations by informed staff for trees showing signs of disease and loose limbs for site safety.

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Blaise Management Plan Version 1

7.0 A Five Year Work Plan

The work program has been divided into six key themes that encompass management issues – enjoyment, access, historic landscape, wildlife, anti-social behaviour and management and resources. The work program will be subject to change from outside influences including pressures from site users, from the results of surveys or monitoring and the availability of finance. Some objectives have been identified as being ambitions but they cannot be scheduled to implement at present until finance has been identified.

Enjoyment

To increase public appreciation of the estate. To maintain Blaise Castle Estate as a place for public recreation where visitors can enjoy picnics, walks, exercise and experience the delights of the play opportunities provided, discover the historic landscape and features and enjoy the conservation that the site offers.

Historic Landscape

To ensure that the estate is sensitively managed and that all areas of the historic estate are maintained and enhanced and that the estates character is retained.

Ecology

To ensure the rich diversity of flora and fauna within the site are monitored, maintained and enhanced. Conservation; the landscape will be highly valued for its managed and thriving nature conservation habitats and for its species diversity.

Built Heritage

To ensure that all the buildings and structures within the estate are maintained to a good standard, ensure that all statutory and health and safety checks are completed and recorded as appropriate.

Access

To provide an estate that is accessible to all consistent with the immutable constraints of the site.

Management and Resources

To ensure that Blaise Castle Estate is sustainably managed and resourced, public use is balanced against the heritage value of the site, health and safety of visitors is maintained, anti-social behaviour is reduced and that the estate continues to be a great asset to present and future generations.

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Blaise Management Plan Version 1

7.1 Objectives Many of the costs shown are estimates. There are 4 bands of estimation < £5k, £5-£15k, £15-£30K and >£30k. Please note the order in the table does not imply priority. The objectives listed need to be prioritised from the findings of base line data, surveys and assessments together with the budget allocated to the site. Cost is a factor in what can be achieved in working towards the long term vision for this site and so objectives and timescales may change within this working document to reflect this. Annually a detailed yearly action plans will be produced once the yearly budget has been confirmed, these detailed breakdowns will be added to the document appendices (the budgets will dictate the feasibility of the timescales shown in the below table.)

No Objective Lead Officer Y1 Y2 Y3 Y4 Y5 Cost Band 2014/ 2015/16 2016/17 2017/18 2018/19 15 Enjoyment 1 Update walks leaflets EPO with FoB # # <£5k 2 Produce bi-monthly newsletter for display on site, circulation to key stakeholders EPO # # # # # n/a 3 Produce and implement a guided walks and talks program of events EPO # # # # # <£5k 4 Review and promote estate code of conduct EPO + EMTL # # # # # n/a 5 Effectively remove evidence of anti-social behaviour and initiate rapid response for EPO+ EMTL # # # # # <£5k repairs to deter similar incidents 6 Enable appropriate sport and recreation to take place upon the estate EBM # # # # # n/a 7 Visitor surveys to be conducted to monitor visitor trends and aspirations EPO # # n/a 8 Develop pro-active engagement with local schools Rangers # # # # # n/a 9 Promote the estate for and support externally organised events in accordance with EBM, EPO + Event # # # # # n/a heritage estates events policy. Permissions Team 10 Maintain regular litter and dog bin collections and litter pick site. Grounds # # # # # <£5k Maintenance 11 Annual inspection of estate benches and maintain as required. Rangers # # # # # <£5k 12 Produce a seating plan for donated benches to be installed as received. EPO/Rangers # n/a 13 Regularly inspect, clean and maintain interpretation panels Rangers # # # # # <£5k Review and update interpretation facilities and onsite signage Estates Planning # £5-£15k Officer Access Page 40 of 44

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14 Conduct access audit and implement recommendations. EPO + EMTL # £5-£15k To include restrictions at entrance leading to museum for unauthorised vehicles and provide mobility access at Coombe Dingle entrance. To include review of cyclists and visitor safety on shared use paths. 15 Annually inspect drives, footpaths, steps and horse trails and maintain as required Rangers # # # # # £5-£15k 16 Monitor usage of site, ie car counters EPO # # # # # n/a 17 Review the car park provision, in particular the over flow car park with disabled EBM # # £15-£30k provision and suitable coach parking/drop off points. 18 Establish sustainable management practises to enable access to certain features ie EBM # <£5k Dairy Garden, Rose Garden and Castle 19 Maintain the estate drives – regular drain and gutter clearances. Grounds # # # # # <£5k Maintenance 20 Maintain the security of the site through locking both Kings Weston Road Rangers/Security # # # # # £15-£30k entrances and Henbury Lodge car park gates. Services Historic Landscape 22 Restore and maintain grasslands under HLS agreement eg. Rotational cutting and EMTL # # # # # £5-£15k removal of tall herbs/grasslands. 24 Establish monitoring program for landscape and views ie fixed point photography EMTL # n/a 25 Produce woodland management plan under Forestry Commission Woodland EMTL # <£5k Grant, to include flail woodland edge in late summer, selectively thin maturing broadleaves, control laurel and rhododendron, maintain selective coppicing regime,. Thinning of encroaching natives and non-natives such as ash and sycamore. Coppicing of hazel undertaken on a selective scale (eg 2-3 in 5 coppice stools) to introduce age range of hazel stools, which is better for biodiversity. removal of self sown trees to open out historic views. 26 Carry out woodland management in accordance with woodland management plan. EMTL # # # # # £5- £15k 26a Ensure historic viewpoints are maintained,including selective removal of exotic EMTL # # n/a species. 26b Map the veteran trees and promote their longevity, where possible provide Arboricultural # # # # # n/a replacements to perpetuate the historic design. Ensure management of the trees Officer considers public safety and wildlife (eg bats). 26c Maintain a constant ribbon of rhododendrons adjacent to ‘Rhododendron Walk’ Rangers # # n/a path, but thin back to prevent invasion of adjacent areas. 26d Replace Arbutus trees as required along ‘Arbutus Walk’ Rangers # <£5k Page 41 of 44

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26e Maintain ‘Goram’s Chair’ ensuring desire lines do not cause erosion, clear Rangers # # # n/a vegetation, keep junction of paths for access clear through coppicing, maintain viewpoint. 26f Maintain ‘Beech Cathedral’; re-space regenerating beech to develop straight stems Rangers # # n/a perpetuating cathedral effect. 26g Maintain ‘Potters Point’ by vegetation clearance and coppicing, area subject to H+S Rangers # # n/a inspections and any remedial actions as required. 27 Ensure the brickwork floor of ‘Root House’ is kept exposed by annual clean, Rangers # # n/a coppice and remove vegetation that obscures the view. 28 Apply for woodland grant EMTL # n/a 29 Instigate program for mapping invasive species EMTL/Rangers # n/a 30 Control invasive species on rotational basis with ambition to eradicate invasive Rangers # # # # # n/a weeds. 31 Monitor the quality of grounds maintenance works against the specifications EMTL # # # # # n/a 32 Protect the estates archaeological assets – landscape maintenance, sensitive path EMTL/Rangers # # # n/a routing, control erosion, restricting public access 33 Control tree and scrub growth within the confines of the Scheduled Ancient EMTL/Rangers # # # n/a Monument, whilst ensuring such management is not to detriment of landscape/biodiversity or the archaeology itself. 34 Ensure rock faces are inspected for H+S and remedial work is carried out to ensure EMTL # # # # # £15k - £30k safe. 35 Maintain ponds; monitor and control of invasive weeds, clear silt build up. EMTL # # # # # £5- £15k 36 Regularly inspect for dangerous trees and infringements on boundary ie land grab, Rangers # # # # # n/a green waste dumping. Built Structures (see section 3.8.3) 37 Review the location of the cricket facilities EBM # n/a 38 Review and clarify tenancy agreements on estate property to realise maximum EBM # # # n/a potential income. To include: Woodmans Cottage, Henbury Lodge, Rustic Lodge, Stables 39 Inspect annually all estate buildings and prioritise works to maintain in sound EPO # # # # # n/a condition, to include: Stratford Mill, Castle, Stables, Orangery, Laundry, Tool Store, Woodstore shed, Estate Office, Toilets, Café, Pumphouse, Café Water Wall 40 Inspect wooden and stone bridges annually and maintain as required, eg clearing Rangers # # # # # n/a Page 42 of 44

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any potential blockages, repair stonework. 41 Produce and implement all planned maintenance timetable, eg electrical testing, EPO # # # # # £5k - £15k PAT testing, water hygiene, fire alarms, gutter clearances. 42 Respond to and record all response maintenance and monitor for review. EPO # # # # # £5k - £15k 43 Map and detail wall conditions and recommendations to ensure structurally EPO # # n/a sound. 44 Produce an annual wall repair program to improve wall conditions in stages EPO + EMTL # # n/a throughout the estate. 45 Maintain the walls and remove vegetation which threatens stability. Rangers # # # # # £5k - £15k 46 Maintain the caves in a clean condition free from litter and graffiti, cut back Rangers n/a vegetation to keep open. 47 Inspect caves annually to ensure structurally sound. Structural engineer # # # # # <£5k Ecology 48 Establish an ecological surveying/monitoring program. Undertake surveys for Nature # # # n/a monitoring reptiles, amphibians, mammals, plants, birds, invertebrates and fungi. Conservation 49 Implement actions from baseline surveys to improve conservation interest EMTL # # <£5k especially of areas on potential ancient woodland and unimproved grassland.. 50 Record bird and plant communities within scrubland so that consideration can be Nature # # # n/a taken for scrub clearance. Conservation 51 Educate visitors about the ecological and historical significance of the estate Rangers # # # # # <£5k through guided walks/leaflets/displays. Management and Resources 52 Repair damage from sewer covers and reduce potential for this issue to reoccur EMTL # <£5k 53 Maintain engagement with site users, encourage and work with volunteer groups EPO # # # # # n/a and Friends of Blaise 54 Maintain clear and accessible records of site inspections All # # # # # n/a 55 Maintain Green Flag status EPO # # # # # <£5k 56 Review and monitor the management plan and the 5 year work plan EPO # # # # # n/a 57 Yearly staff PMDS targets to be maintained and exceeded where possible. All # # # # # n/a 58 Identify and actively pursue opportunities to generate additional capital and EBM # # # # # n/a revenue funding for Blaise Castle Estate 59 Audit the EMAS EBM # # # # # n/a 60 To reduce anti-social behaviour – CCTV, alarms etc All # # # # # n/a Ensure estate team contact details are widely promoted and accessible during Page 43 of 44

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working hours. Continue close liaison with police. 61 Investigate options for a joint marketing strategy with the Museum EBM # n/a 62 Maintain and enhance play area in accordance with Parks and Green Space Play team # # # # # n/a Strategy 63 Carry out and review risk assessments, ensure correct procedures are EMTL + EPO # # # # # n/a implemented.

7.2 Ambitions  Apply for grants (possible HLF) to restore the Orangery and Laundry and determine suitable uses for these buildings.  Open the Rose garden up for visitors to enjoy.  Undertake assessment into long term future of Stratford Mill  Relocate the cricket pavilion  Open up the historic vistas.

8.0 Appendices Maps

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