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Rethinking Parks in The Liverpool City Region Parks Study Final Report ‐ 18/03/15 LCR PARKS STUDY Commissioned by the Rethinking Parks Task Group Established by Nature Connected the Liverpool City Region Local Nature Partnership Knowsley Metropolitan Borough Council with Halton Borough Council, Liverpool City Council Sefton Council and St Helens Metropolitan Council Final Report March 2015 Peter Neal Consulting Ltd with Richard Tracey Ltd Peter Neal Consulting with Richard Tracey page 0 Liverpool City Region Parks Study Final Report ‐ 18/03/15 01 INTRODUCTION 05 ALTERNATIVE MODELS OF MANAGEMENT 1.1 The national public spending challenge 5.1 Shared Services 1.2 Impact on parks and green spaces 5.2 Is the grass greener…? 1.3 Nesta’s Rethinking Parks Programme 5.3 Different Levels of Coordination 5.4 Strategic Parks Agencies 02 PARKS ACROSS THE CITY REGION 5.5 City Park Districts 5.6 Regional Park Boards and Authorities 2.1 Baseline Parks Data 5.7 Park Trusts 2.2 Expenditure on Parks 2.3 Green Flag Parks 06 FUTURE FUNDING STRATEGIES 2.4 Heritage Parks 6.1 Funding needs 2.5 Strategic Parks 6.2 Funding sources 2.6 Staffing for Parks 6.3 Paying for Parks 2.7 Sources of Income for Parks 6.4 Funding models 2.8 Friends of Parks Groups 2.9 Corporate Strategies and Plans 07 RECOMMENDATIONS AND NEXT STEPS 03 WIDER STRATEGIC CONTEXT 7.1 Business Case 7.2 Robust Data 3.1 Building on the strengths of the City Region 7.3 Parks Plan 3.2 LCR Combined Authority 7.4 City Regional Presence 3.3 LCR Local Enterprise Partnership 7.5 Advocacy Plan 3.4 LCR Local Nature Partnership 7.6 Funding Strategy 3.5 LCR Green Infrastructure Strategy 7.7 Park Agency Structures 3.6 Atlantic Gateway Parklands 7.8 Pilot projects 3.7 EU Structural and Investment Funds 7.9 Parks Foundation 3.8 Health and Wellbeing Boards 04 OPPORTUNITIES FOR COLLABORATION 08 APPENDICES 4.1 Advocacy and Championing A. Schedule of Parks 4.2 Funding and Fundraising B. Baseline Data for Parks 4.3 Programming and Events C. List of Strategic Park Reports 4.4 Communities and Partnerships D. Park Management Models 4.5 Good Practice and Innovation 4.6 Staffing and Apprenticeships 4.7 Direct Management 4.8 Strategic Parks 4.9 Phased Programme of Collaboration Peter Neal Consulting with Richard Tracey page 1 Liverpool City Region Parks Study Final Report ‐ 18/03/15 Sefton Park, Liverpool, opened in 1872 and registered Grade I by English Heritage 01 INTRODUCTION This preliminary report has been commissioned by This report establishes an initial baseline of the current Knowsley Council on behalf of Nature Connected1, the stock of parks and green spaces managed by the Local Nature Partnership (LNP) that operates across the partners. It describes the changing patterns of funding, Liverpool City Region (LCR). The study is being led by resourcing and maintenance and the potential fit of the Rethinking Parks Task Group that currently includes these important and valuable environmental and five local authority partners – Halton, Knowsley, community assets within wider LCR priorities, activities Liverpool City, Sefton and St Helens. and investment programmes. The Task Group has been set up by the LNP Board in Informed by good practice from the UK and abroad the response to the significant reductions in public spend‐ study explores a range of models and approaches that ing and the growing challenge to maintain and invest in may be considered for future management. This the city region’s great wealth of public parks and green includes regional parks boards, city park districts, spaces. The partners are interested in exploring new strategic park agencies and park trusts. and alternative approaches that may secure further efficiencies and make better use of limited resources to It sets out the potential scope and remit for a collective support the long‐term care of public parks. In time this parks initiative and describes a range of possible may lead to more collaborative and cross‐boundary funding sources and opportunities. The study then working arrangements by identifying and adopting new concludes with a set of recommendations. These models to coordinate and deliver park services through provide a focus for discussion and a set of next steps greater partnership working. that may be commissioned to take this work forward. 1 See: http://www.natureconnected.org/ Peter Neal Consulting with Richard Tracey page 2 Liverpool City Region Parks Study Final Report ‐ 18/03/15 1.1 The national public spending challenge Public spending on both statutory and non‐statutory Exploring new and innovative models of management services has fallen significantly over the past five years. is a clear priority of the Rethinking Parks Task Group The Local Government Association (LGA) calculates a and a key objective of this study. widening gap of approximately £2.1 Billion2 per year between the financial pressure faced by local authori‐ 1.2 Impact on parks and green spaces ties to maintain local services and what funding is likely to be available during this decade. Most public services have had to find significant savings in their annual spending budgets. Parks and green ‘With social care and waste spending absorbing a rising spaces are no exception. In research on the impact of proportion of the resources available to councils, cuts on a typical council (AnyCouncil) and typical funding for other council services drops by 43 per cent, household5, the LGA found that on average Parks and or £11.6 billion in cash terms, by the end of the Open Spaces faced a 9% reduction in expenditure from decade.’3 It has also been shown that authorities in 2010/11 to 2012/13. As a direct impact it noted that relatively deprived areas which tend to be more ‘maintenance schedules in AnyCouncil’s parks have dependent on Government grant are likely to be the been cut back and the local park is becoming over‐ worst affected. grown and less pleasant’. Some discretionary services including parks have faced a front‐loading of cuts from 2011/12 onwards where these have been easier to make. With a responsibility to meet statutory duties and a higher priority often placed on local economic growth the cumulative reduction is likely to be greater for these services. The LGA has identified the most common approaches councils are adopting to tackle the impact of future cuts. These include reviewing how assets can be used more effectively, increasing the local tax base, and maximising income from investment, fees and charges. Parks are facing reducing facilities and maintenance In addition, the Joseph Rowntree Foundation4 (JFR) has 6 highlighted three headline strategies that have been A report from Policy Exchange has calculated that over deployed by councils to manage austerity: £75m, or 13%, has been cut from England’s parks and open spaces since 2010. Further analysis indicates that Efficiency – aims to reduce costs of services spending reductions have been more than twice as without changing service levels as far as the public great in the north and Midlands than in the south. is concerned The State of UK Public Parks 2014 published by the Investment – aims to reduce the need for services Heritage Lottery Fund provides further evidence and or reduce their cost in the future more detailed analysis of the impact of cuts on the parks sector. Whilst there has been an increase in Retrenchment – actions which reduce the coun‐ visitor numbers and expansion of park friends groups, cil’s role in terms of the services it provides and 86% of managers have faced cuts to their budgets since for whom 2010. Almost a third of managers have had to find savings of more than 20% and the same level of cuts is In adopting these strategies JFR suggests that the scale expected over the next three years. and nature of change amounts to a substantial reposi‐ It appears that early projections prepared by the LGA in tioning of local government. ‘The impact of efficiency 7 savings on the capacity of local government to develop 2012 may be correct. The cumulative level of cuts for innovative ways of managing in the new funding some non‐statutory services, including parks and green climate will become apparent in the coming years’. spaces, may rise to more than 66% and could increase to over 90% by the end of the decade. 2 Local Government Association, Future funding outlook for councils from 2010/11 to 2019/20, July 2012, p3. 3 Local Government Association, Future funding outlook 2014, July 5 LGA, AnyCouncil and AnyHouseholds, July 2014 2014, p 16. 6 Policy Exchange, Park Land, 2013 4 JRF, Coping with the Cuts? Local government and poorer communi‐ 7 LGA, Funding outlook for councils from 2010/11 to 2019/20, ties, Nov 2013 Preliminary modelling, June 2012 Peter Neal Consulting with Richard Tracey page 3 Liverpool City Region Parks Study Final Report ‐ 18/03/15 Creating a Coastal Parks and Gardens Foundation that will use new digital technologies, already adopted in the United States, to increase oppor‐ tunities for public giving to help financially sustain individual parks. Developing new approaches to managing parks by working with volunteers to adopt alternative maintenance techniques including the creation of grassland meadows with bee farms and wood‐ lands producing local sources of wood fuel. Setting up membership subscription arrange‐ ments for parks to provide additional benefits and income to expand park services. Nesta Rethinking Parks research report Everton Park, Liverpool is a Nesta pilot project 1.3 Nesta’s Rethinking Parks Programme In Liverpool, Everton Park is the focus for one of the To promote and support innovation within the parks Nesta pilot projects.
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