Chelmsford 2004 -2014 - Parks and green spaces are a key asset to the City

Parks and green spaces are a key asset … important to Chelmsford and the people who live work and visit. The role and value of parks and green spaces is reflected in the priorities set out in the Corporate Plan, recognising the contribution to enhancing quality of life and environmental quality, making Chelmsford an attractive place and attracting investment for future growth. The delivery plans associated with the Corporate Plan identify a number of actions related to parks and green spaces – ranging from new green infrastructure to support major housing growth in North East Chelmsford to tree planting campaigns to help promote a more sustainable environment

Public Places – Parks and Green Spaces - Services

• Parks and Green Spaces • Grounds Maintenance • Equipped Play Areas • Hylands Park and Estate • Chelmsford Crematorium and Cemetery (incl. closed church yards) • Allotment Gardens At a glance …

. 692 hectares of parks and green spaces managed and maintained, including 490ha of parks, gardens and amenity areas, 93ha of sports and playing fields, 78ha of natural space . 3m+ people recorded using the main parks … 94% of residents surveyed have used parks and green spaces [latest survey 2012/13] . In excess of 400,000 outdoor sports participations each year . 70+ community events each year . 117 Equipped Play Areas . 11 Green Flag Locations, 2 Green Pennants and 3 Heritage Award Locations . 1018 Allotment Plots At a glance …

• Overall budget £3.5m+ • Net control expenditure £3.7m+ • Net control income £700k • Employ over 94 people [approximately 88 fte] • 95% of staff involved in front line service delivery • 20+ vehicles in fleet and 250+ machinery/plant items

What are we here to do?

In the context of the vision and ambitions for ‘Chelmsford Tomorrow’, the following priorities have been identified for Parks and Green Spaces Services …

• Encouraging people to lead healthy active lifestyles, in particular removing barriers to participation in physical activity • Encouraging ways for people to more actively contribute to their local community, through activities such as volunteering and alike • Developing more activities, programmes and spaces to socially include young people and distract them from anti-social behaviour • Addressing and mitigating the impact of climate change • Preserving natural habitats and enhancing public spaces for the benefit of biodiversity • Encouraging more environmentally sustainable travel options such as walking and cycling Service challenge Successfully delivering front line services every day of the year Are Parks and Open Spaces important to People?

Most important factors in making Chelmsford a good place to live

2012/13 2009/10 2008/09 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

Level of crime Clean streets Health services Parks and green spaces Access to nature Public transport Affordable decent housing Level of traffic congestion Shopping facilities Road and pavement repairs Education provision Job prospects Facilities for young children Activities for teenagers Sports and leisure facilities Wage levels and cost of living Community activities Level of pollution Cultural facilities Research & Consultation

. To encourage interest and usage, Parks & Green Spaces Services are committed to consulting with the public and getting a cross section of society involved in development decisions. It is hoped that this will create sustainable communities, bringing people together. . In addition to appraising the national and regional picture, via desk research Chelmsford City Council and Parks & Green Spaces Service has undertaken a number of initiatives to understand the changing needs of local residents (target market). Research is on-going through on-line questionnaires, focus groups and face-to-face interviews. . Results from research influences the Parks and Green Space Strategy (2004 – 2014), Management and annual Service Plans. . 82% of respondents to the 2012/13 residents survey were satisfied with the provision of parks and green spaces.

Public Satisfaction in context Key service challenges 2014/15

• Undertake consultation on the new Parks & Green Spaces Strategy & review priorities accordingly to customer feedback • Extend the network of green spaces and tree cover across the Borough • Position the service as an efficient and effective service by APSE bench marking, Green Flag accreditation and measuring overall public satisfaction whilst providing evidence of effective and efficient services benchmarked nationally and relevant to local people • Work with Planning Officers on Local Development Framework and Site Allocation Documents to deliver appropriate community infrastructure • Replace existing skate park at Central Park in consultation with users, Environment Agency and Planning Officers

…in a challenging work environment and set of circumstances

• Doing more for less [in real terms] • Trying to keep pace with increasing demand for services driven by external factors such as by population growth • Responding to increasing levels of environmental ‘abuse’ • Adapting to volatile market conditions with entrepreneurial business solutions. … and in doing so meet corporate priorities to

• Provide inclusive, easily accessible and reliable services that are relevant to local people • Embrace equality and diversity • Put customers at the heart of our services, providing excellent customer service • Improve the capacity of and strengthen partnership working • Deliver innovative service solutions • Make the best use of available resources so as to offer excellent value for money • Continuously improve performance How will we recognise success…?

• Green spaces well maintained, used, respected and evaluated/accredited externally • Recognisable improvements in biodiversity, habitat creation and wildlife • More people growing locally and visiting local places • Increased participation and visitor numbers as measured in key locations • More community involvement through volunteering and participation in local events • Positive feedback, repeat business and higher satisfaction levels … and thereby making a real difference by

• Making Chelmsford a more attractive place in which to live, work and visit • Enhancing Chelmsford’s reputation as a clean and green place with a high quality public realm • Increasing the appreciation, care and respect for the public environment • Fostering a greater sense of place, pride and community ownership • Managing Chelmsford’s rich and diverse landscapes, parks, green spaces and street environment in a way that enhances and protects the built and natural features and surrounding countryside • Reducing the incidence of anti-social and nuisance behaviour Green Flag Accreditation 10 years on

Service wide Green Flag Accreditation held; first in the pilot scheme in 2011 and then 2012 onwards with re-inspection due in November/December 2014

Overall score needs to total 66 Pass score minimum 15 Pass Score minimum 42 Green Flag Individual Location Awards for a pass

Green Flag Location Park With Green Flag Award Judges scores Mgt Plan Judges scores Site Visit Since

1 Oaklands Park, Moulsham Street, Chelmsford 2004 20-24 55-59 80+

Boleyn Gardens and Beaulieu Park, 2 2004 25-30 55-59 80+ Chelmsford

Admirals Park, Tower Gardens and the 3 2005 15-19 50-54 75-79 adjoiningand including West Park, Chelmsford

4 Chelmer Park 2006 20-24 45-49 70-74 5 Hylands Estate 2007 20-24 60-64 80+ 6 Coronation Park 2008 20-24 45-49 66-69 7 Compass Gardens and Saltcoats Park 2009 20-24 45-49 66-69 8 Melbourne Park 2010 20-24 45-49 66-69 9 Central Park 2011 15-19 45-49 66-69 10 Brook End Gardens and Chancellor Park 2012 15-19 55-54 66-69 11 Lionmede Recreation Ground 2013 20-24 45-49 66-69 APSE - PI 30 APSE – PI 38 APSE – PI 02 APSE – PI 17 APSE – PI 13b Traditional techniques to maintaining woodland and grassland

Martin Stanton Parks and Open Spaces Manager London Borough of Havering Traditional Methods of grassland management

Most grass in amenity parkland is cut using gang mowers. Between 18 -22 cuts per year. Can this be changed? What are the alternatives?

The grass could just be left to grow wild but it would still require managing. It would need litter picking and there is a risk of fire during long dry spells of weather. Just leaving it does not do much to improve the biodiversity of the site. Improving the local biodiversity is the marketing tool to sell this revised management programme. The grass needs to be cut and recycled. Our first means of doing this was using a forage harvester machine.

The next method used was to get rid of the machines altogether and recycle everything back onto the ground. Using grants from English Nature we began using cattle and managing the meadows using High Level Stewardship. A grazier was allowed under licence to graze cattle in areas of the park that had been fenced in.

The capital costs of the fencing, kissing gates, water and signage were all paid for in two grants; English Nature Veolia North Thames Trust

The cattle look good in the landscape

HLS/EWGS agreement Start date End date Ha Annual payment Capital programme

AG00299395 Rainham 1st March 2010 28th Feb 2020 24.16 £6,031.35 N/A Marshes

AG00356071 1st March 2012 28th Feb 2022 131.60 £16,246.15 £5,633.20

AG00418710 1st March 2013 28th Feb 2023 324.32 £33,512 £79,306.30 Bedfords/Dagnam/Have ring CP/ Brickfields

EWGS 31286 Woodland 13/14 17/18 100 £1,803 N/A Management Grant

EWGS 35091 Woodland 14/15 15/16 29 £3,722.40* N/A Imnprovement Grant

The impact of the cattle on the landscape in one season has been better than anticipated.

Traditional Methods of woodland management

HLS/EWGS agreement Start date End date Ha Annual payment Capital programme

AG00299395 Rainham 1st March 2010 28th Feb 2020 24.16 £6,031.35 N/A Marshes

AG00356071 1st March 2012 28th Feb 2022 131.60 £16,246.15 £5,633.20 Ingrebourne Marshes

AG00418710 1st March 2013 28th Feb 2023 324.32 £33,512 £79,306.30 Bedfords/Dagnam/Have ring CP/

EWGS 31286 Woodland 13/14 17/18 100 £1,803 N/A Management Grant

EWGS 35091 Woodland 14/15 15/16 29 £3,722.40* N/A Imnprovement Grant Implementing a successful Friends of Park Group If a park is in a good state of repair. Well managed and well used it is not often that the public will attempt to create a friends group. Most Friends groups are formed due to a local issue in their park and there are many of those. It is easy for a Friends group and Council Officers to be adversarial. Creating a new Friends Group These are usually created for a set purpose normally project related. It can be difficult as once created the group can take on a dynamic all of its own so try to work in ground rules early on. Communication is the key Both sides need to understand what the other wants and can deliver Havering has three levels of Friends Group Groups or individuals who have no constitution and usually lobby the Council on a key point or set agenda. We normally do not consider these groups as Friends but they can evolve into a Friends Group. Friends groups have a constitution but are still quite loose in their approach to working with the Council. Officers may attend their meetings, many of which are at someone's house. They do not always have elected officials. They are not always representative of the views of the local community. The Official Friends Programme Works commenced in 2008 working with all of the Chairs of our Friends groups to get a Heads of Terms agreement that would ensure that Friends were working to agreed criteria. Cash incentive The Parks Service Offer Photocopying Laminating Printing Postage Assist in funding applications – Parks and Community Regeneration Local Press Publicity Official Friends website page on Havering website Use of parks notice boards in other parks to publicise events Training First Aid Visual Playground Inspections Recording of species – GIGL Horticultural

The Parks Service Offer Landscape Designing of park features Tools Free use of the parks for any event that promotes the site and/or the group with community benefits. Insurance for groups events and activities on the site

The Friends Group agrees and undertakes

(1) Annually deliver at least one project mutually agreed with Havering Parks Service (2) Hold an AGM and elect officials into post (3) Have a constitution (4) Hold regular minuted meetings The Friends Group agrees and undertakes

(5) Only undertake works that are in line with the programme detailed in the Parks Management Plan (6) Hold events that promote the park (7) Produce literature or undertake research that benefits the park (8) Undertake fundraising to support the Friends activities and the park

The Friends Group agrees and undertakes

(9) Attend the Parks Open Forum (10) Ensure any funds raised for the park are used in accordance with requirements of the Management Plan (11) Shall assist the Officers of the Council in managing and improving the park (12) Evidence regular consultation to ensure the views of the Friends are representative of the local community

Balancing the Books in difficult times There is no simple answer All I can do is give you some useful tips that can help

Income Expenditure Business Process Re-engineering (BPR) Write out (list) the key (core) functions of your service. Do not include anything you really do not have to do/deliver Then remove all of the costs from your budget of all of the things you did not need to do. Increase efficiency Simplify systems Reduce handoffs Right First Time Routing and rounding Task allocation Product/Service Traceability Increase training Multi-skilling

Cost reduction exercises Look at the big costs in the budget and see if process changes can reduce those - budget analysis Grounds Maintenance Meadows instead of amenity grass High Level Stewardship Stop locking parks Reduce the fleet or outsource Allow volunteers to undertake a range of works Increase Income Rent reviews on all leases Charge for car parking Apply for grants Use capital projects to either reduce revenue expenditure or increase revenue income. Increase events and event charges

Increase Income Catering Bootcamps and Fitness trainers Football training Funfairs and circuses

Background support The big money comes from the Council Work on Members ensure they are aware of all of the benefits of parks to the public - who vote for them. Increase public support – More Friends Groups

Thank you for your attention

Tower Hamlets-Green Team. The Journey

1 The Green Team Vision To provide high quality green spaces for both residents and visitors to Tower Hamlets

2 The Tower Hamlets Journey Overview

• Fastest growing Population of any local authority ( 2011 census)

• Large disparity between wealth and poverty

• High child poverty rate

• Following a mayoral decision in August 2012 the grounds maintenance service was brought back in house in April 2013.

• Poor performance

• Mayoral pledge to increase the standard of all parks and open spaces

• Local jobs for local people 3

What Did We Do

• Project team set up in January 2013

• Dialogue with other local authorities and suppliers

• Identified appropriate depot and welfare facilities

• Procurement of equipment utilising Braintree Framework Agreement

• Ensured work programs and schedules in place

• Built strong relationships with suppliers and partners to ensure smooth transition

4

Scope Of The Green Team

• Horticulture Maintenance • Management of two external service providers • Infrastructure Repairs and Inspection of Play areas • Park Gate Locking Function • Arboriculture Service

5 Resource to Deliver Service

Green Team Manager

Senior Arboriculture Green Team Green Team Officer Coordinator Coordinator

Arboriculture Officer

Supervisor Supervisor

Gate Hort Op Hort Op Hort Op Hort Op Hort Op Tractor Locking Hort Op H/profile Hort Op Bethnal Stepney & Poplar & Isle of Driver Function Mile End s i t e s V i c t o r i a P k Green W a p p i n g B o w D o g s 1x Poplar Operatives x 2 x 2 x 4 x 2 x 2 x 2 x 2 1x Vic Pk x 2 Plus 1x P/T 20 core staff (plus 1 x part time operative 21hrs.) Seasonal Support 01 April - 31 Oct

Grass Team Grass Team Ride-on North South Operative x 3 x 3 x 2 8 Seasonal staff 6 What Do We Do • Maintain 162 Parks and Open Spaces • Fortnightly grass cutting cycle • Maintain sports facilities • Football – End of season renovation works • Fine turf Maintenance – 3 Bowling Greens • Design and Maintenance of Seasonal bedding • Undertake Parks improvement works

7 Park Gate Locking Function • 25 Locking / un-locking park sites • Delivered by two operative mobile unit • Each gate scanned with RFID reader • 364 day service • Staff equipped with CCTV body cams for security

8 High Profile Sites Two dedicated teams within the structure undertake high standard maintenance at 14 key park sites;

• Victoria Park • Weavers Fields • Millwall Park • King Edward Memorial Park • Mile End Park • Trinity Square Gardens • St Georges in the East • Arbour Square • Poplar Recreation Ground • Stepney Clock Tower • Museum Gardens • 3 Bowling Greens

The need for a higher standard of maintenance was identified in these locations

9 Recycling

• Currently two compounds for storage and recycling of leaf • Other Green Waste recycled at waste transfer station • Recycled leaf is used to mulch shrub beds

10 Performance Management • Strong emphasis of performance data fed into Monitoring framework system • Smart measurable KPI • QR/RFID readers installed to record all maintenance visits • Find it fix it love it (FIFILI app) launched to allow greater communication with residents • Quarterly Directorate performance board

11 What Did We Learn

• Target procurement times unrealistic resulting in initial hire costs

• Greater control allows the service to be flexible

• Efficiencies that can be achieved by partnership working

• Service standards improved and sustained

• Accountability of the service is greater

• Additional opportunities created by in house service

• The need to utilise an in house mobile fitter

12

What Did We Achieve • Internal auditing receiving full assurance • London in Bloom Gold Award • Sustained Green Flag Awards • Higher standard of maintenance • Increased morale of all operatives • Cost effective efficient service • Greater retention of quality staff

13

Staff Training

• Aim to have fully generic roles and responsibilities for all operatives • Training plans in place working towards generic skills sets • College enrolments Sept 2013 1 year NVQ level 2 Horticulture course at Capel Manor • Small plant refresher training – e.g. safe use of hedge cutters & strimmers • Tractor and associated heavy plant training completed. • PA1/PA6 pesticide training completed for all Operatives • Visual Play Inspection training for all staff completed

14

Moving Forward

• Promote Green Team service to other local authorities and associations • Explore further income generation opportunities • Council initiatives - Apprenticeship and Graduate schemes • Continue to develop hand-held technology operating systems • Continue to sustain strong links with Police and ASB teams • Achieve ISO 9001 (2008) Accreditation 15