CITY COUNCIL Central Community Assembly 8 Report

Report of: Report of the Community Assembly Manager and the Director of Parks and Countryside

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Date: March 24 th 2011 ______

Subject: Central Assembly Parks Report ______

Author of Report: Mary Bagley. Director of Parks and Countryside David Aspinall – Community Assembly Manager Stuart Turner, Acting Parks Tasking Officer and Programme Manager, Parks and Countryside Service (0114 273 6956) ______

Summary:

This report provides further details on three areas of the Parks and Countryside service:

1. A brief outline of the potential budget implications for Parks and Countryside Services given the 16% budget cuts for 2011-12 and future service shape 2. An update on the devolution pilot project within the Central Community Assembly 3. An update on Parks and Countryside priorities and Voice and Choice within the Central Community Assembly

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Reasons for Recommendations:

• It is important that the Parks and Countryside Service and Community Assembly work closely together in order to maximise the benefits from the resources available by providing information and guidance on technical, operational and financial options and opportunities

1 • The provision, quality and maintenance of green spaces throughout the Central area can often be the basis of passionate support and/or complaints from local people. ‘A City of Opportunity’, Sheffield’s Corporate Plan 2010-13 identifies the main priorities for the City and its residents. “Improving Parks and Open spaces” is a key priority area within this Plan and the City has recently agreed a Green and Open Spaces Strategy 2010-2030 to move this agenda forward and raise the standard of green spaces throughout the City. This coordinated approach will help to target resources effectively and improve overall quality of green space.”

• A review of the Parks and Countryside Devolution Pilot Project is due to take place in April 2011 and it is important that there is a contribution from all stakeholders in order to accurately assess successes and areas for improvement.

Recommendations:

• The Community Assembly agree the service priorities outlined in section 4.6 Next Steps and continue to consider further service priorities and work with the Parks Tasking Officer to deliver these priorities for local communities.

• The Central Community Assembly continues to support quality uplift work in line with the Green and Open Spaces Strategy, Sheffield Standard.

• The Central Community Assembly contributes to the Parks and Countryside Devolution Pilot Project review in April 2011.

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Background Papers: Devolution of Parks and Countryside Services, Interim Review, January 2011

Category of Report: OPEN

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Statutory and Council Policy Checklist

Financial Implications

YES Cleared by:

Legal Implications

YES

Equality of Opportunity Implications NO

Tackling Health Inequalities Implications

YES

Human rights Implications

NO

Environmental and Sustainability implications

YES

Economic impact

YES

Community safety implications

NO

Human resources implications

NO Property implications

YES

Area(s) affected

Central Area Sheffield

Relevant Cabinet Portfolio Leader

Cllr Scriven

Relevant Scrutiny Committee if d ecision called in

Is the item a matter which is reserved for approval by the City Council? NO Press release

NO

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1.0 SUMMARY

1.1 This report provides further details on three areas of the Parks and Countryside service: 1. An outline of the potential budget implications for Parks and Countryside Services given the 16% budget reduction faced for 2011-12 and future service shape 2. An update on the devolution pilot project within the Central Community Assembly 3. An update on Parks and Countryside priorities and Voice and Choice within the Central Community Assembly

2.0 WHAT DOES THIS MEAN FOR SHEFFIELD PEOPLE

2.1 By working closely with the Community Assemblies, the Tasking Officers and dedicated project officers for each Assembly will enable the local community to be more involved and help choose and prioritise future green space improvements.

3.0 OUTCOME AND SUSTAINABILITY

3.1 Improved open spaces contribute to a number of Sheffield City Council’s ‘City of Opportunity’ Corporate Plan priorities including: • Improving parks and open spaces • Increasing participation in sport and physical activity • Reducing anti social behaviour and crime • Improving children’s health

4.0 THE FULL PROPSAL

4.1 The Parks and Countryside budget for 2011/12 was agreed th at full Council on 4 March 2011. This information will be used by each Community Assembly working with the Parks and Countryside Tasking Officers to ensure the Parks and Countryside Business Plans reflect local people’s priorities and needs.

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4.2 Parks and Countryside Budget Proposal The Parks and Countryside Service leads on the development and implementation of Sheffield’s Green & Open Space Strategy and is responsible for the management of the council’s parks, countryside, trees, woodlands and other green spaces. Increasingly, the service provided is being delivered more locally, aligned to the seven Community Assembly areas to serve local needs and priorities. This approach includes working with local communities and ‘Friends’ groups to develop both the landscape and its usage. It also involves attracting external funding to enhance or to match council funding and in enabling others to contribute towards the management, maintenance and development of our parks and green spaces. When combined together, this overall approach is contributing towards achieving our shared vision for there to be quality green and open spaces - in all areas of the city - for current and future generations to use and enjoy. Due to the significant reduction in the budget available, there is now a pressing need to remodel how the Parks and Countryside service will continue to be provided for the people of Sheffield. Essentially, the Service will need to remain affordable and operate within its available budget. Aligning our services to work even more closely with the Central Area Community Assembly will be key in ensuring that local priorities are considered and addressed. Summary details of the budget and the proposed future shape of the Parks and Countryside Service, which includes greater working alignment to the Community Assemblies, is attached as Appendix One

4.3 Devolution of Parks and Countryside Service – Pilot Project Progress In late October 2010, the Community Assemblies and the Parks and Countryside Service began a pilot project to devolve Parks and Countryside services to the individual Community Assemblies. Through Consultation with the Community Assembly teams, 5 objectives were identified: 1. To support the 7 Community Assemblies on current and future local service delivery decisions, by providing information and guidance on technical, operational and financial options and opportunities. 2. To develop and agree a tasking role between the Community Assembly and Parks and Countryside

5 service provision helping to integrate service delivery. 3. To support Community Assembly service requirements within the Parks and Countryside Business Plan helping to deliver responsive services to meet local needs and wants. 4. To support the Community Assemblies to develop a greater understanding of how green spaces are managed and maintained. 5. To enable Community Assemblies to direct future budgets and services for their local green spaces. To deliver these objectives, seven ‘Parks Tasking Officers’ were identified within Parks and Countryside, to align with the seven Community Assemblies.

4.4 Recent Achievements Since October 2010, the Parks Tasking Officer for the Central Community Assembly has facilitated the following: • Specific briefings on parks service and green space management issues • Closer working with the Assembly and local ward members • Discussions on prioritising Parks and Countryside services • Internal staff discussions regarding Parks and Countryside service delivery across the Community Assembly • Ensuring procurement of work and allocation of funding from the Community Assembly discretionary budgets to provide parks and open space improvements. All of which has been through consultation with the Community Assembly: o Niagara Weir, Middlewood – fish-pass landscaping works o Tree planting / community forestry initiatives o Sheffield Standard quality improvements at Walkley Bank Plantation o Master Planning and project planning at sites including: Lowfields, Ben Lane (Spider Park), /Crookes Valley/Philadelphia Gardens • A more coordinated approach to Parks and Countryside services, achieved through improved communication with the Community Assembly Team

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4.5. In addition to the work undertaken by the Parks Tasking Officer, other Parks and Countryside officers continue to meet with ‘Friends of’ groups and local Communities to consult and support work throughout the Community Assembly

A list of the key managed sites, quality assessments, specific features and an overview of the overall maintenance expenditure in the area is attached as Appendix Two.

4.6 Next Steps - Priorities for 2011-12 Through consultation with local communities, the Community Assembly and Parks and Countryside officers, the following priorities have been identified for the Central Community Assembly as we move forward: Parks Quality Improvements Raising sites above the Sheffield Standard (safe, welcoming, clean and accessible) remains a key goal in line with the city’s Green and Open Space Strategy. Research and feedback tells us that having access to good quality local open space remains key in making an area a good place to live, work and do business. Sites suggested for Sheffield Standard quality uplift in 11/12 include: • Ben Lane (Spider Park), • Philadelphia Gardens, • Upper Hanover Street (play improvements) • Lowfields (MySpace and Playbuilder). It is also suggested that an allotment site is identified for quality uplift in 2011/12. Sheffield Standard sites for 2011/12 required discussion and agreement with local ward members in relation to local green space management, site maintenance and future development. Where needed, it is proposed that the Tasking Officer will work more closely with local ward members and community interest groups to establish more dialogue that will inform future resource allocation and requirements. It has also been suggested that , be considered for to be raised to the national Green Flag quality standard in the future? Further assessment and analysis will be needed to see what is needed to achieve this. Closer working with Sheffield Homes to adopt the Sheffield

7 Quality Standard for green and open spaces within their management will also be explored further.

Master Plan implementation The Community Assembly has supported a number of site master plans to date, and the delivery of master plan priorities forms a key component of the work plan for 2011/12. Sites with Master Plans to be delivered: Ben Lane (Spider Park), Ponderosa, Crookes Valley and Philadelphia Gardens. The regeneration of Lowfields (Play Builder and MySpace) is planned for 2011/12.

Allotments and Local Food Growing • Allotment and plot improvements (priority site to be agreed) • Develop food growing opportunities by contributing towards potential food growing initiatives in the City Centre (e.g. former Jessops site)

Local Nature Sites – bringing sites into positive management • Bringing local nature sites into positive management for biodiversity – aiming to focus on the General Cemetery

Supporting Greenspace community engagement • Continue to support Mount Pleasant gardener/ranger post • Continue to provide support to existing and new community groups with an interest in their local green space

5.0 LEGAL IMPLICATIONS The Community Assembly has the executive power to allocate the proposed funding from its delegated 2011/2012 budgets, subject to confirmation. If the Community Assembly takes the view that the activity outlined in this report is likely to achieve the promotion or improvement of the economic, social or environmental well- being of its area or any persons present or resident within it, the Council will have the power to support this activity pursuant

8 to section 2, Local Government Act 2000. In exercising this power, the guidance issued by the Secretary of State has to have been considered: the proposals in this report are not at variance with this guidance.

6.0 FINANCIAL IMPLICATIONS

The recommendations within this report are all subject to the Council’s budget planning and decision making processes. The recommendations that have been made based on a 16% reduction in the financial resources presently available to the Service.

7.0 EQUALITY OF OPPORTUNITIES IMPLICATIONS

Higher quality open spaces will result from increasing the number of project officers and rangers delivering work and engaging with the community. This will bring a general benefit to most members of the community. Wherever possible, open space design attempts to improve safety and to improve accessibility for physically disabled people.

8.0 ENVIRONMENTAL AND SUSTAINABILITY IMPLIATIONS Where open space projects are designed in house, care is always taken to use sustainably sourced materials and to provide solutions with low maintenance requirements. Involving Friends of Groups in the decision process for green space improvements has proved to be invaluable as they take ownership of the area and help to police and monitor the recreational facilities as well as seeking out additional external funding to help fund further improvements.

9.0 ALTERNATIVE OPTIONS CONSIDERED

Working with the Central Assembly a number of sites have been identified and agreed. These priorities are in line with the Central Assembly Community Plan and are based on a range of information including community and stakeholder consultation, Green Open Space Strategy development etc

10 .0 REASONS FOR RECOMMENDATIONS

10.1 It is important that the Parks and Countryside Service and Community Assembly work closely together in order to maximise the benefits from all the resources available by providing information and guidance on technical, operational and financial options and opportunities 10.2 The provision, quality and maintenance of green spaces throughout the Central area can often be the basis of

9 passionate support and/or complaints from local people. ‘A City of Opportunity’, Sheffield’s Corporate Plan 2010-13 identifies the main priorities for the City and its residents. “Improving Parks and Open spaces” is a key priority area within this Plan and the City has recently agreed a Green and Open Spaces Strategy 2010-2030 to move this agenda forward and raise the standard of green spaces throughout the City. This coordinated approach will help to target resources effectively and improve overall quality of green space.”

10.4 A review of the Parks and Countryside Devolution Pilot Project is due to take place in April 2011 and it is important that there is a contribution from all stakeholders in order to accurately assess successes and areas for improvement.

11.0 RECOMMENDATIONS

11.1 The Community Assembly agree the service priorities outlined in section 4.6 and continue to consider Parks and Countryside service priorities and work with the Parks Tasking Officer to develop these.

11.2 The Central Community Assembly continues to support quality uplift work in line with the Green and Open Spaces Strategy, Sheffield Standard.

11.3 The Central Community Assembly contributes to the Parks and Countryside Devolution Pilot Project review in April 2011.

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APPENDIX ONE – PARKS & COUNTRYSIDE SERVICE BUDGET AND FUTURE SHAPE?

i Introduction This supplementary information provides details of the Parks and Countryside 2011/12 budget and the proposed future shape of the service city-wide. This information will be used by each Community Assembly working with the Parks and Countryside Tasking Officers to ensure the Parks and Countryside Business Plans reflect local people’s priorities. ii Parks and Countryside Budget Proposal The Parks and Countryside Service leads on the development and implementation of Sheffield’s Green & Open Space Strategy and is responsible for the management of the council’s parks, countryside, trees, woodlands and other green spaces. Increasingly, the service provided is being delivered more locally, aligned to the seven Community Assembly areas to serve local needs and priorities. This approach includes working with local communities and ‘Friends’ groups to develop both the landscape and its usage. It also involves attracting external funding to enhance or to match council funding and in enabling others to contribute towards the management, maintenance and development of our parks and green spaces. When combined together, this overall approach is contributing towards achieving our shared vision for there to be quality green and open spaces - in all areas of the city - for current and future generations to use and enjoy. Sheffield City Council will see a reduction in its spending power of 8.35% (equivalent to £48.8m) in the next financial year. This reduction, coupled with the cost of additional pressures the council faces for providing statutory services and other the investments the city needs to make, means that savings of around £80m are required in 2011/12. All service areas across the council are being asked to make savings and efficiencies to help bridge the budget deficit being faced and the challenges ahead. In real terms, this settlement is a 16% reduction on the financial resources presently available to the Service. Due to the significant reduction in the budget available, there is now a pressing need to remodel how the Parks and Countryside service will continue to be provided for the

11 people of Sheffield. Essentially, the Service will need to remain affordable and operate within its available budget. How we work to meet local

iii Future service drivers and shape Business planning for the Parks and Countryside 2011/12 has been influenced and shaped and by a number of external and internal factors.

The Key Strategic influences and drivers include: • The Corporate Plan 2010-2013 • Sheffield’s Green & Open Space Strategy 2010 -2030 • Community Assembly Plans The Services contribution to other cross-cutting social, environmental and economic benefits such as: health, carbon reduction, education, culture, heritage, biodiversity etc.

The plans, efficiencies and reductions proposed have also been shaped by a number of corporately agreed guiding principles of approach / prioritisation: • Must Do’s – Health & Safety, Statutory Duties • Protection of Frontline Services • De-layering of Management and a VER -Voluntary Early Retirement VS - Voluntary Severance process Closer alignment of front-line services to the Community Assemblies, wherever possible

To achieve the above, the Parks and Countryside Service will: • Move away from quadrant teams to 3 teams • Provide Sections currently reliant on temporary funding with more strategic funding arrangements Move towards 1 project delivery team to serve Community Assembly and city –wide needs

12 iv Overview Below is a summary of the budget proposal and future shape outcomes agreed at full Council on 4 th March 2011. a) The Parks and Countryside Service will no longer have a Director or Head of Service position but will sit under the Director of Culture and Environment with Sport, Culture, Bereavement Services and City Centre Management. b) The maintenance staff and ranger service will change from four teams across the city to three teams across the city aligned to the Community Assembly boundaries. c) The ranger teams will have 5 members of permanent staff who are all on the weekend rota system so that events can be effectively supported at the weekends and bank holidays. The ranger service will move to 3 teams instead of 4 and deliver programmes of activities and events, education and interpretation, site and habitat management and targeted diversionary activity leading to a reduction in anti-social behaviour and crime d) There will be a proposed car parking charge at Hillsborough (near the Middlewood Road tramstop), Graves and Endcliffe parks subject to consultation with the Friends Groups. e) The project officers will be reduced by 6.60 FTE and the new structure will have a dedicated Community Project Officer for each Community Assembly and two strategic Project Officers who will work across the city. f) There will be a 15% reduction in the grants to Green Estate, Sheffield Wildlife Trust and Yorkshire Wildlife Trust. g) There will be an expected increase in income from licences, leases and sports charges and other hire charges by raising the charge for sports facilities hire by 10%, other rentals by 7.5% and hire charges by 2%. h) The Parks maintenance and operations team will be reduced by 5 FTE’s as the three area teams are formed. The reductions to the front line service have been kept to a minimum with the major savings taking place in management. i) Transfer of non highway ‘Public Realm’ service from StreetForce to Parks and Countryside including grounds maintenance, public toilets and graffiti removal. j) Transfer of non highways ‘Community Services’ from StreetForce to Parks and Countryside. This team supports

13 community initiatives such as In Bloom, Environment Weeks, Spring Clean. k) The Community Forestry team will reduce from 4 to 3 FTE’s. l) We will deliver the city’s Green and Open Space Strategy with partners and work with all our Friends, volunteers and community groups to deliver green and open spaces of exceptional quality in every area of the city for current and future generations to use and enjoy. The Service will continue to manage and maintain 1378 ha of open space and 1500 ha of woodlands and 1.5m trees. We will be the Council in-house provider for playground management and maintenance. We will lead on Ecology and biodiversity for the city and manage Sheffield’s Biological Records Centre. We will co-ordinate the city-wide green and open space health related policies project and initiatives and deliver against the Sheffield Health and Well-being Board’s Vision and aims including management of 72 allotment sites, health walks, physical and mental well-being projects. m) We will run outdoor events (5 major events and 250 community events) that made a significant contribution to the cultural offer and a strong sense of ownership of local green spaces, increasing levels of volunteering and engagement and helping reduce anti-social behaviour. We will need to deliver more commercially driven events and private functions in order to sustain our wider events programme

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14 APPENDIX TWO – Central Community Assembly Parks and Green Space: Sites, Quality Assessments and Features

Type of 2008 PPG17 Park Site facility/ Other Play- Friends Ward Site Name Audit Score Gardeners 1 Classification Provisio Facilities ground group FTE (p.a.) n 60.65 2 District Park 2 * Yes Yes bowling greens Pavilion Broomhill Boating Office/lake Crookes Valley Park Wood 60.65 District Woodland Yes

Endcliffe Park 64.15 1.5 City Park Café Yes Yes Victoria Park 55.65 0.2 Local Open Space Yes Memorials, Weston Park 2 * Tennis Museum, 2 59.75 (GF ) 2 City Park Courts Lake Yes Pavilions, Botanical Gardens* 78.40 (GF) City Garden café Yes Ward Totals 5.70

Asline Rd/Queens Rd/Bramall Lane n/a 0.4 Local Open Space Central Barkers Pool Garden 61.43 Local Garden Countess Road playgorund n/a Local Open Space Yes

Duchess Road Community Centre 32.26 Local Park MUGA

1 The independent national PPG17 audit forms the basis of Sheffield Quality Standard assessment. Sites scoring 46 or more meet the baseline standard. 2 (GF) nationally accredited Green Flag Award Site * City Site within the area but not directly managed by the CA

15 APPENDIX TWO – Central Community Assembly Parks and Green Space: Sites, Quality Assessments and Features

Type of 2008 PPG17 Park Site facility/ Other Play- Friends Ward Site Name Audit Score Gardeners 1 Classification Provisio Facilities ground group FTE (p.a.) n General Cemetery 67.33 Cemetery Yes Headford Garden 49.01 Local Open Space Yes Holberry Gardens Allotments 32.94 Allotment Yes Holberry Open Space Upper Hanover 45.94 Local Open Space Yes Holland Place (Batt Street) n/a 0.4 Local Open Space Central Lowfield Park 44.48 0.5 Local Park Yes Mathew Street n/a Local Open Space Climbing Montague Street 48.30 Local Open Space Boulder Yes Yes

3 Mount Pleasant Park 42.09 1.5 District Park cricket MUGA Yes Yes Nursery Street n/a Ancilliary Peace Gardens 69.74 (GF) City Garden Pembroke Street n/a Local Open Space Springfield Open Space (Gell St) 60.28 Local Open Space Yes Yes St Mary's Church, Bramall Climbing Lane 73.24 Closed Churchyard Boulder St Peter and St Paul's Cathedral 68.29 Closed Churchyard St Georges Churchyard 51.48 Closed Churchyard

3 MUGA – Multi- Use Games Area

16 APPENDIX TWO – Central Community Assembly Parks and Green Space: Sites, Quality Assessments and Features

Type of 2008 PPG17 Park Site facility/ Other Play- Friends Ward Site Name Audit Score Gardeners 1 Classification Provisio Facilities ground group FTE (p.a.) n

Staveley Road items of Central n/a Local Open Space play Sunny Bank 57.39 Local Open Space

City Centre * (GF) District Park Peace Gardens* 69.74 (GF) City Garden 4 Winter Gardens* n/a (GF) City Garden

Ward Totals 2.80 Artificial Ben Lane 27.55 Local Open Space football area Yes Harris Road Allotments 29.62 0.04 Allotment Hillsborough Hillsborough Park 73.39 3 City Park Pavilion Coach Yes Yes house/2 lodges, MUGA, 3 * Tennis, bowling Jogging track greens Hillsborough Park Sports

Arena 73.39 District Sports Site Yes

4 City Site within the area but not directly managed by the CA

17 APPENDIX TWO – Central Community Assembly Parks and Green Space: Sites, Quality Assessments and Features

Type of 2008 PPG17 Park Site facility/ Other Play- Friends Ward Site Name Audit Score Gardeners 1 Classification Provisio Facilities ground group FTE (p.a.) n Garden Hillsborough Park Walled Buildings, Garden 73.39 City Garden Greenhouse Yes Loxley & Wadsley

Common District Woodland Yes Middlewood Park 43.78 1 Local Park Pavilion MUGA Yes Yes 3 * football Hillsborough pitches 1 * bowling green

Rivelin Valley Paddling 70.00 1 City Park Pools, Café Yes Yes Wisewood Paddock 51.67 Local Open Space Yes Ward Totals 5.04

Bolehill Quarry Allotments 54.18 Allotment Bolehill Rec 54.18 1 District Park Pavilion Yes 2 * football 1 * 7 a side Walkley pitches pitch 2 * bowling greens B.M.X. Track

Bolehill Wood 54.18 District Woodland Blake Street Local Nature 43.83 Local Garden Yes

18 APPENDIX TWO – Central Community Assembly Parks and Green Space: Sites, Quality Assessments and Features

Type of 2008 PPG17 Park Site facility/ Other Play- Friends Ward Site Name Audit Score Gardeners 1 Classification Provisio Facilities ground group FTE (p.a.) n Site

Morley Street Allotments 30.91 0.04 Allotment Yes Morley Street Gas Allotments n/a 0.04 Allotment Philadelphia Gardens 36.42 Local Playground Yes Walkley Climbing Ponderosa 54.65 1 Local Park Boulder Yes (2) Yes

Rivelin Glen 65.38 City Woodland Rivelin Malin Bridge Allotments n/a 0.04 Allotment Rivelin Walkley Bank Allotments n/a 0.04 Allotment Ruskin Park Playground,zi 51.83 0.5 Local Open Space p wire,MUGA Yes Yes Walkley Bank Plantation 34.55 City Woodland Ward Totals 2.66 Community Assembly Totals 16.20

19 APPENDIX TWO – Central Community Assembly Parks and Green Space: Sites, Quality Assessments and Features

A Breakdown of Routine Parks Maintenance Expenditure by Activity in the Central Community Assembly area.

Voice & Choice - Local data can be provided at a site by site level for more detailed discussions with Ward Members and Community interest groups to inform future services

PARKS CENTRAL- ROUTINE MAINTENANCE 'CONFIRM' COSTS (2010-11) PRICES INCLUDE WORK CARRIED OUT BY PARK STAFF

Feature Group Total Beds £ 67,704 Water - Ponds Buildings £ 1,425 Furniture £ 30,593 Beds Grass £ 110,952 Surfaces Hedges £ 10,850 Playgrounds £ 24,796 Buildings Sports £ 91,253 Sports Surfaces £ 24,252 Water - Ponds £ 2,108 Grand Total £ 363,934

Furniture

Playgrounds

Grass

Hedges

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