KING GEORGE V RECREATION GROUND
MANAGEMENT PLAN
2016/21
Prepared by
Mansfield District Council
Parks Department
www.mansfield.gov.uk/parks
VISION STATEMENT
FOR
KING GEORGE V RECREATION GROUND
A PARK THAT
PROVIDES A FUTURE
REFLECTING THE LIFESTYLE AND
INTERESTS OF THE COMMUNITY AND ITS
ENVIRONMENT
SITE DESCRIPTION
NAME / OWNERSHIP / GRID REFERENCE / LOCATION
Name:
Address:
King George V Recreation Ground
Black Scotch Lane
Mansfield
Nottinghamshire
NG18 4JW
Grid reference:
SK556593
AREA WARD: BERRY HILL
WARD COUNCILLOR: ANDREW TRISTRAM
PORTFOLIO HOLDER FOR THE ENVIRONMENT: COUNCILOR ANDREW TRISTRAM
Statement from Councillor Andrew Tristram
Portfolio Holder for Environment
I am extremely proud of King George V Recreation
Ground being nominated for a green flag as it is
recognition of the tremendous work, determination, skill
and commitment levels of all of our Parks & Green
Spaces staff to achieve what I consider to be an
important accolade for our parks under very difficult
financial constraints.
We have a developed a very strong working relationship
with, local schools, conservation groups and other
community groups to help develop King George V
Recreation Ground and it is our intention to reinforce
these relationships over the coming years as without
their continued support we would not have been able to
achieve this status.
King George V Recreation Ground has a diversity of activities of all age groups including
pitch and putt golf course, play area, football pitches, wildflower meadow and woodland
walks. We intend to further enhance King George V Recreation Ground to appeal to all of
our communities as I feel it is important to preserve and protect our parks and green
spaces, infrastructure and way of life. It is hoped that the recent introduction of a wildflower
meadow in the park will further enhance and encourage participation within the park.
Whether you want activity or just to sit back and take in the outstanding natural beauty of
our parks there is something there for everyone, something I feel all of our community
should be proud of.
Councillor Andrew Tristram
Portfolio Holder for Environment
CONTENTS
1.0
1.1
1.2
1.3
1.4
1.5
INTRODUCTION
REPORT CONTEXT
LOCAL AREA PROFILE
MDC’S CUSTOMER CHARTER
MOTIVATION
REVIEW AND MONITORING
1
1
2
2-4
4
4
2.0
2.1
2.2
POLICY CONTEXT
REGIONAL STRATEGIES
LOCAL STRATEGIES AND POLICY
5
5
5 - 11
3.0
3.1
3.2
3.3
3.4
3.5
3.6
SITE DESCRIPTION
NAME / FACILITIES
ENVIRONMENTAL AND ECOLOGICAL STATUS
SITE HISTORY AND HERITAGE
ACCESS
VISITORS AND USEAGE
MARKETING AND PROMOTION
12
12 - 13
13
13 - 14
14
14
15
4.0
4.1
MANAGEMENT STRUCTURE
STAFF STRUCTURE
16
16
5.0
FINANCE AND RESOURCES
18 - 19
6.0
VISION
20
7.0
7.1
7.2
ANALYSIS AND ASSESSMENT
SITE ASSESSMENT
SWOT ANALYSIS
21
21 - 24
25 - 28
8.0
AIMS AND OBJECTIVES)
29 - 30
9.0
ACTION PLAN
31 - 38
10.0 MONITORING AND REVIEW
1
2
3
4
5
6
7
8
9
10
11
12
LIST OF APPENDICES
LIST OF ACRONYMS
ENVIRONMENTAL POLICY
SCHOOLS ACTION PLAN 2016/21
MARKETING OF PARKS AND GREEN SPACES
MAINTENANCE REGIME
PLAYGROUND INSPECTION SHEET
MONTHLY WORK SCHEDULE
STATEMENT FOR GREEN FLAG APPLICATION
JUDGES COMMENTS
ADDRESS DETAILS
MAINTENANCE MANUAL (AVAILABLE ON REQUEST)
CORPORATE PLAN 2015 (AVAILABLE ON REQUEST)
40
41
43
42 - 45
46 - 47
48 - 51
52 - 53
54 - 55
56 - 57
58 - 59
60 - 66
67
1.0
1.1
INTRODUCTION
REPORT CONTEXT
This report is a revision of a previous ‘King George V Recreation Ground Management
Plan’ which includes the ongoing improvements to King George V Park. It is intended to
provide a ten year strategy for management and maintenance of the park.
The format and content of this plan has been modified to take Green Flag status & criteria
into account. It also contains updates on national, regional and local policy, an evaluation
of park use, management structure an update of aims and objectives, analysis and
assessment, action plan, updated finances and an updated marketing strategy. It is also
intended as a comprehensive introduction to the history, design and management of the
park for new staff involved in its development.
1
1.2
LOCAL AREA PROFILE
King George V Recreation Ground Management Plan
Mansfield District is a largely urban area situated in the north-west of Nottinghamshire in
the East Midlands. It is populated by 104,600 residents and 48,700 domestic households.
The District covers an area of 78 square kilometres which extends between Sherwood
Forest and the Peak District National Park.
Adjacent to the urban area of Sutton-in Ashfield, Mansfield is recognised as a major subregional centre and covers 78 square kilometres. The Centre for Cities (2009) recognised
Mansfield as one of Britain’s 64 cities, by categorising the town as a ‘small city’.
Of the total population the vast majority live in Mansfield including Mansfield Woodhouse,
followed by the settlement of Market Warsop, with the remainder of people residing in the
more peripheral rural settlements in the north of the district.
The district has been influenced heavily by its industrial past with coal mining and textiles
thriving in the district until their decline in the 1980’s. A key landmark is the newly
renovated 19th century viaduct in Mansfield town centre.
The district is home to 2,180 businesses sustaining 41,500 jobs and supports a diverse
range of businesses and sectors of employment.
Deprivation in the District of Mansfield is on the high side but has shown an encouraging
trend of improvement over recent years. According to Indices of Multiple Deprivation (IMD,
2015) the district is ranked as the 59th most deprived out of 326 local authority areas in
England, making it one of the 6th most improved in the country. Steps to tackle deprivation
have shown that since 2010 Mansfield has improved from being the 36th most deprived an
improvement of 31 places. This is mainly through investment in the town centre, the
impact of the Neighbourhood Renewal Fund intervention and a number of high profile
regeneration projects.
The unemployment rate in Mansfield has decreased by 1.6% in the last 5 years, with the
rate currently standing at 9.4%, compared to 7.8% nationally. The gross weekly wage in
Mansfield is £395.00, with the national average being £475.00.
Most parts of the district have relatively good access to the M1 motorway and there is a
good link to the A1 via the A617. Road access has recently been improved with the
construction of the Mansfield –Ashfield Regeneration Route (MARR) in a bid to make the
area more attractive to inward investment and job creation.
(Source: Mansfield District Council Corporate Plan and Annual Performance Report)
1.3
MANSFIELD DISTRICT COUNCIL’S CUSTOMER CHARTER
It is our aim to make your visits to any of our parks and open spaces and associated
facilities as enjoyable an experience as possible. We would therefore welcome any
comments or suggestions you have about the service you receive. The standards we aim
to achieve are summarised in the Parks & Open Spaces Visitors Charter detailed below:
2
The Parks Section provides:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Safe, attractive and well maintained Parks & Open Spaces.
Safe and enjoyable play areas.
Well maintained grassed areas along roads and within housing estates.
Attractive and well maintained trees, floral displays, flower and shrub beds along
roads and within housing and shopping centres.
Well maintained allotment sites.
Clean pavilions, changing rooms and accessible to all.
Polite and courteous staff.
Well maintained sports facilities.
Quality Events.
We will achieve this by measuring our progress against the Performance Indicators in The
Parks and Opens Spaces Service Plan. These are:








The number of working days lost due to staff absences
User satisfaction with the service
Reduce the carbon footprint of the Parks and Open Spaces Team
Equality actions identified through the Equality Impact Assessment
Increase the number of minority groups who use their Parks and Open Spaces
Cost and efficiency savings (cashable and non-cashable)
The percentage of Allotment Plots let
Completion of Section 106 Projects
How to make a complaint
If you feel that the standard of service provided within our parks and open spaces
has been compromised in any way - please do one of the following:

If the issue is an immediate health and safety problem or an act of vandalism or
other anti-social behaviour, please contact us:
During work hours
(Monday to Thursday: 8.30am to 5.00pm and Friday: 8.30am to 4.30pm)
Contact Centre on 01623 463463
Outside working hours
24 hour emergency contact on 01623 463050

If the complaint is not a matter of urgency please you can download our Parks
and Open Spaces Customer Charter Questionnaire (*) (93 KB) and await a
reply within 7 working days, e-mail [email protected] or use
one of the online forms to report an issue. These can be found on the website
www.mansfield.gov.uk
If you have spoken or written to the Council before about something you are
unhappy with and the problem has not been resolved to your satisfaction, you can
download our Complaints Form (PDF, 65 KB) from our website
3
www.mansfield.gov.uk If you would like a hard copy of the form, please telephone
01623 463463, or call in at the Civic Centre.
If you are still unhappy, you can contact the Local Government Ombudsman. For
more information see our Ombudsman webpage.
What you can do to help us




1.4
Don't drop litter, even cigarette ends or chewing gum. Take your rubbish home
or use a litter bin.
Please train your dog not to foul the street, footpaths or grass verges. If your
dog does make a mess, please clean it up.
We cannot watch our parks and open spaces all the time. We welcome calls to
Contact Centre staff about any dirty paths, dumped rubbish, graffiti and so on,
so that we can clean up as soon as possible or take action against offenders.
Join a ‘Friends of…’ group and take action in your local park. Please contact the
Parks Development Officer on 01623 463510 for more information.
MOTIVATION
Mansfield District Council is committed to raising and maintaining standards within all of its
parks and green spaces, already proven by the achievement of previous Green Flag
awards for five parks within the District. Obtaining a Green Flag for King George V
Recreation Ground would provide excellent motivation for both the Council and the local
Community to show that the highest possible standards can be achieved through
partnership working. It will also over time, through ownership and interest, build respect
towards this investment in the local environment to the benefit of all involved.
The current direction and emphasis from Central Government about the management of
green space is that this plan should clearly set out this Council’s aims and objectives for
the site, inclusive of the benefits for and contributions from the community that the park
serves. It must also of course include all the technical and operational activities necessary
to maintain and develop the landscaped and built environmental status of the site now and
into the future. Adequate staffing resources and financial support from the Council and
externally must also be evidenced.
1.5
REVIEW AND MONITORING
The purpose of reviewing the results of management over a defined period of time, shows
whether the correct interventions have been made, i.e. have the aims and objectives been
achieved by the appropriate investment of resources, whether for promotion of the park,
development and maintenance of the site and its facilities, or as a capital investment.
Monitoring will highlight where the successes and failures have occurred and changes can
then be made to build upon or mitigate as the case may be. The results of monitoring
allow space for flexibility when necessary to fit circumstances of change. Reviewing and
monitoring of all the management practices and other circumstances impacting on the site
will occur at least annually, the timing to tie in with the Council’s annual budget review
exercise.
Throughout the year in the course of planned meetings, members of the community,
Volunteers, outside agencies and partners will be kept informed by the Parks Services
Team as regards to the progress towards achieving our objective.
4
2.0
POLICY CONTEXT
This section gives an introduction to strategic elements of improving parks and green
spaces. Included are relevant policies and factual background to set this subject in
context.
2.1
REGIONAL STRATEGIES
2.1.1 Greenwood Community Forest
There are 12 Community Forests in England, initiated in 1989 by The Countryside
Commission, which together form one of the biggest environmental projects in the country.
They were set up with the support and help of local communities, to create well-wooded
landscapes, creating green spaces around towns for recreation and sport, provide new
habitats for wildlife, and make outdoor classrooms for environmental education and much
more.
Greenwood covers 161 square miles of west Nottinghamshire from Mansfield in the north
to Nottingham in the south and from Eastwood in the west to Farnsfield in the east. It joins
historic Sherwood Forest in the Northeast and curves round to Attenborough in the
southwest.
The partnership is made up of Natural England, Forestry Commission, Ashfield, Mansfield
and Newark & Sherwood District Councils, Broxtowe and Gedling Borough Councils,
Nottingham City and Nottinghamshire County Councils who work together with other
organisations to create a better environment for everyone. Greenwood is developing its
rich mixture of woodlands, farmlands, and open spaces around our towns for people to
use and cherish for generations to come.
2.1.2 Local Biodiversity Action Plan
The Local Biodiversity Action Plan for Nottinghamshire (LBAP) was published in 1998. It
is supported by a partnership of over 50 organisations involved in nature conservation,
across the County. Following the example of the UK BAP, the LBAP is made up of many
habitat and species action plans containing the conservation targets for the County and
how they may be achieved.
2.2
LOCAL STRATEGIES AND POLICY STATEMENTS
The following policies and statements are available on the council’s website
www.mansfield.gov.uk or by direct application to the Council offices in Mansfield.
Please see contact details on back cover of document.
5
2.2.1 The Corporate Plan 2015/16
Our Corporate Plan highlights our vision for the District and the values which guide every
aspect of our business. Our corporate priorities were updated on 1 April 2015 to ensure
we are focusing on the issues which need tackling to make the District an even better
place to live, work and visit.
This plan informs you about what we want to achieve against our corporate priorities this
year and features some of our accomplishments from 2014/15 it also provides you with a
summary of our performance and finances. The Corporate Plan can be found on
Mansfield District Council’s website www.mansfield.gov.uk
Our Vision & Values:
We want to create a positive image of Mansfield which supports people, businesses and
investment in the area, and improves confidence, pride and dignity so that everyone can
enjoy a good quality of life in their neighbourhood.
Our values are:
Quality - Respect - Openness
The five corporate priorities are:
 Regeneration & Employment
 Reducing Crime & Disorder
 Vulnerable People
 Housing
 Protecting the Environment
2.2.2 The Big Picture – Mansfield Sustainable Community Strategy 2010-2020
This Sustainable Community Strategy has been produced by the Mansfield Area Strategic
Partnership (MASP) in conjunction with Mansfield District Council. It is the overarching
strategic plan for the District of Mansfield and links directly both to regional plans and
strategies and to the plans developed at community and neighbourhood level. The
strategy builds on the first ‘Big Picture’ Community Strategy 2003, as listed in previous
management plan updates. The Big Picture can be found on Mansfield District
Council’s website www.mansfield.gov.uk
The Vision statement:
“A Mansfield District where everyone enjoys a good quality of life, with
confidence, pride and dignity, and which attracts people, business, and
investment to our area.”
The strategy identifies seven priorities:
1.
A Safer Mansfield – reducing crime & antisocial behaviour
2.
Children & Young People – achieving their potential
3.
Our Economic Prosperity – prosperous & thriving economy
4.
Our Town Centre – vibrant & successful
5.
A Healthier Mansfield – health & wellbeing for all
6
6.
7.
Stronger Communities – confident & content
Environmental Sustainability – a greener Mansfield District Council
These seven priorities often have common links and cross-cutting issues. Individual plans
have been co-ordinated and implemented to make sure these are properly addressed. For
example, the quality and use of Mansfield’s parks and open spaces directly support these
priorities by having specific objectives to:
 Provide facilities for Young People
 Reduce obesity
 Encourage participation in sports and leisure activities
 Support biodiversity and the natural environment
 Support action on climate change
 Maintain air quality
2.2.3 Cultural strategy
The culture of a society is the result of many factors and influences. Its history, heritage,
environment, industry, religious belief, customs, climate, and geographical location all
describe an area’s ‘culture’ and shape the way which people think and act. The opportunity
to enjoy, and participate in, cultural experiences also affect the way in which people
develop and behave. It relates to a community’s values and attitudes, and what defines
where we live, how we live and what makes life worth living (DCMS, 2000). As such
‘leisure time’ activities which play a key part in people’s lives are central to the area’s
culture.
The Cultural Strategy is the ‘high level’ cultural plan for the district linking directly to the
Sustainable Community Strategy, the overarching strategic plan for the area which, in turn,
links to county wide and regional plans, and to neighbourhood level plans.
Our Vision for Culture is:
“A vibrant and active community where cultural opportunities and experiences play
a major role in individual and community wellbeing, and contribute to a healthy,
sustainable and prosperous district.”
The Cultural Strategy provides a broad assessment of a range of cultural opportunity
available throughout the district including:
 Arts, entertainment and heritage
 Parks, open space and public space
 Sport and physical activity
 Tourism and the creative industries
It seeks to develop a cultural vision which is owned by all agencies, organisations and
individuals with an interest in developing and delivering cultural opportunity for the District.
The strategy:
 Demonstrates the importance of developing culture within the district in order to
contribute to the delivery of local, regional and national policies and strategies.
 Establishes a high level vision and series of strategic aims to inform the delivery of
current, and potential, providers of cultural opportunity, and of other local
stakeholders.
7

Facilitates greater effectiveness in the delivery of cultural development by
integrating cultural planning within wider planning structures to address shared
priorities and maximise partnership resources.
2.2.4 Local Development Framework (LDF)
Local authorities are required to produce a ‘Local Development Framework’. (LDF). The
LDF is made up of a number of Local Development Documents which together form an
alternative for ‘Local Plans’. The LDF will guide development up to 2031.
The LDF will contain policies on a wide range of issues including those relating to all forms
of open space. Relevant development documents and maps will specify areas of open
space to be safeguarded from development not associated with its recreational use. As
part of evidence base to inform the LDF the Council are looking to complete a recreation
sport and open space assessment which will look to set standards for a variety of open
spaces.
Until such time as the Local Development Documents are produced the saved policies
within the Local Plan will remain as the relevant guidance.
The following policies affect King George V Recreation Ground:
“Planning permission will not be granted for developments which would lead to the
loss of major public open space areas and local parks…unless they would enhance
the facility for recreational use” (LT1 - Mansfield District Local Plan)
2.2.5 Parks and Open Spaces Strategy
In 1995, within the first Parks and Open Spaces Strategy, the District Council of the time,
addressed the many and varied responsibilities and resulting issues relating to the
development, management and maintenance of the land and facilities for the optimum use
of this community. The Council has been managing parks since the early years of the 20th
century and increased its leisure land holdings over the intervening years to upward of 240
hectares. The strategy initially covered a period of 3 years from its adoption by the
Authority in the late 1990s.
The Park sand Green Spaces Strategy 2015 - 2025 will be adopted in 2016. It sets out our
vision and priorities of how we will manage our parks and green spaces over the next 10
years.
2.2.6 Environmental Policy Statement
The council is committed to protecting and enhancing the local environment and promoting
a good quality of life for people today and for future generations. For the policy as it relates
to this park please see (Appendix 2).
8
2.2.7 Crime and Disorder – Community Safety
The Community Safety Team undertake a range of activities designed to reduce crime and
disorder and improve community safety through the Anti-Social Behaviour Team, the
Neighbourhood Warden Service and CCTV operation. The team is also responsible for
liaising with MDC’s key partners in this area e.g. the Mansfield Partnership against Crime
(MPAC), and the Crime and Disorder Reduction Partnership (CDRP).
The team play a major part in the enforcement of the Council’s Zero Tolerance Policy with
regards to Anti-Social Behaviour (ASB) and Environmental Crime issues. Neighbourhood
policing is coordinated between the Police, Police Community Support Officers (PCSO)
and Neighbourhood Wardens. The team’s works very closely with the Parks staff, keeping
them informed of any Acceptable Behaviour Contracts or Anti-Social Behaviour Order
(ASBO’s) within their area. Notice of any ASBO’s that have been issued, are also
displayed on the parks information boards.
The introduction of the new ASB Crime & Policing Act 2014 on the 20th October has seen
a reform of the anti-social behaviour powers that both the local authority and the police
have at their disposal. These have been streamlined from 19 powers into just 6 and will
enable more effective partnership working, with both internal and external partners going
forward. They will be managed through the monthly Crime & Disorder group.
This links to Corporate Plan priorities, Sustainable Community Strategy targets
around ‘A Safer Mansfield’. Local Area Agreement Priority, MDC has a statutory
duty to reduce crime and disorder in the Crime & Disorder Act 1998.
2.2.8 Neighbourhood Wardens
Crime and Disorder – Community Safety
The Community Safety Team undertake a range of activities designed to reduce crime and
disorder and improve community safety through the Anti Social Behaviour Team, the
Neighbourhood Warden Service and CCTV operation. The team is also responsible for
liaising with MDC’s key partners in this area e.g. the Mansfield Partnership against Crime
(MPAC), and the Crime and Disorder Reduction Partnership (CDRP).
The team play a major part in the enforcement of the Council’s Zero Tolerance Policy with
regards to Anti-Social Behaviour (ASB) and Environmental Crime issues. Neighbourhood
policing is coordinated between the Police, Police Community Support Officers (PCSO)
and Neighbourhood Wardens. The team’s works very closely with the Parks staff, keeping
them informed of any Acceptable Behaviour Contracts or Anti-Social Behaviour Order
(ASBO’s) / Criminal Behaviour Orders (CBO’s) within their area. Notice of any ASBO’s /
CBO’s that have been issued, are also displayed on the parks information boards.
The introduction of the new ASB Crime & Policing Act 2014 on the 20 th October 2014 has
seen a reform of the anti-social behaviour powers, that both the local authority and the
police have at their disposal. These have been streamlined from 19 powers into just 6 and
will enable more effective partnership working, with both internal and external partners
going forward. They will be managed through the monthly Crime & Disorder group.
9
1
This links to Corporate Plan priorities, Sustainable Community Strategy
targets around ‘A Safer Mansfield’. Local Area Agreement Priority, MDC has a
statutory duty to reduce crime and disorder in the Crime & Disorder Act 1998.
Neighbourhood Warden Service
The original Neighbourhood Warden Service was launched in 2003 and covered Warsop
and Northfield in Mansfield Woodhouse. In 2004 the service took on more Neighbourhood
Renewal Areas – Ladybrook, Oak Tree Estate, Bull Farm/Pleasley Hill, Bellamy Road
Estate and Ravensdale.
In April 2007 the warden service was rolled out across the whole district with each of the
19 polling wards being assigned a designated warden for the area. The wardens work very
closely with parks staff but are mainly focused on evenings when most anti-social
behaviour (ASB) occurs. They are in routine contact with the Police, CCTV and the
Council’s Contact Centre, ensuring they are in the right place at the right time to focus on
local problems/hotspots.
All wardens are authorised enforcement officers of the council and have the powers to
issue fixed penalty notices (FPN’s) for environmental issues such as littering, dog fouling
and other offences such as fly posting and graffiti. Wardens are also accredited by
Nottinghamshire Police, this gives them additional tools including powers to confiscate
alcohol and tobacco from juveniles, remove untaxed vehicles and the ability to issue police
Penalty Notices for Disorder (PND’s) for offences such as Public Order, sale/supply of
alcohol to juveniles and Firework offences to name a few. The service is reviewed annually
by the police under the Community Safety Accreditation Scheme (CSAS) to ensure
consistency in service and are re-accredited every 3 years.
All proceeds from FPN’s issued for littering, dog fouling, graffiti and other enviro-crime
fines in the Mansfield district are put directly back into other environmental enforcement or
education initiatives.
Anyone wishing to report anti-social behaviour, dog fouling, fly tipping, graffiti, untaxed or
abandoned vehicles are able to call the 24hr Anti-social Behaviour Hotline on 01623
460144 or e-mail [email protected], alternatively if the wish
to report excessive litter or graffiti in their neighbourhood, residents are encouraged to call
the Council’s hotline 01623 463463 or email [email protected].
The wardens are also heavily involved in a campaign to regenerate our parks –
confronting underage drinking and have the powers to confiscate and dispose of alcohol
and respond to ASB.
King George V Park has a Designated Public Place Order (DPPO). This means that an
Order is in place that states if people are consuming alcohol within this area and are
causing a nuisance to other park users or it is believed that they may cause nuisance, a
warden, police officer or PCSO can request that the individual surrenders the alcohol, if
they fail to do so, officers have the power to confiscate the alcohol, and issue a PND to the
individual for breaching DPPO. Failure to pay this fine may result in court action where the
individual, if found guilty could face a maximum fine of £500 and a criminal record.
Drinking within this park has been a problem previously and has been monitored by parks
staff, wardens and police who have been working closely together to reduce disorder
caused by drinking.
10
Throughout 2015 the wardens have attended a number of community events that have
been held on parks throughout the district and distributed literature and offered advice on
both ASB and environmental issues.
The wardens continue to run the restorative justice programme whereby young people,
under the age of 18, caught committing an environmental crime are given the option of
either taking part in supervised 1hour litter pick, or paying the £75 fixed penalty. Between
1st January and 30th November 2015, a total of 12 sessions took place on MDC Parks and
open spaces, with a total of 58 young people attending.
Clean Neighbourhood and Environments Act (CNEA) 2005
Dog fouling continues to be a regular source of complaints from the public. In response to
these complaints a neighbourhood warden service assigned a dedicated warden to be a
Parks Champion. The Parks Champion role began in April 2015 and involved a warden
being assigned a council vehicle so that they are able to travel to any park/open space
across the district in order to respond to requests for service from members of the public
and also target hotspot / problem areas. These additional patrols along with the everyday
high visibility patrols that the neighbourhood wardens carry out, act as a deterrent and we
have seen decreases in complaints as the year has gone on.
2.2.10 Equalities Policy Statement
At Mansfield District Council we are committed to equality and diversity in everything we
do. The Council strives to provide the best possible services to the diverse communities of
the Mansfield District. We aim to be a community leader and an effective corporate body
which recognises and responds to the different needs of our community – those who visit,
live or work in our district. To meet those needs we aim to develop and maintain a safe
and sustainable community for everyone.
The Council complies with The Equality Act 2010, which replaces previous antidiscrimination laws with a single act. The public sector Equality Duty came into force on
5th April 2011 and applies to all public bodies carrying out functions. Under the Act,
Mansfield District Council has a duty to:



Eliminate unlawful discrimination harassment and victimisation
Advance equality of opportunity between people who share protected
characteristics and people who do not
Foster good relations between people who share a protected characteristic and
people who do not
The Act covers nine characteristics, which cannot be used as a reason to treat people
unfairly. These are:







Age
Disability
Gender Reassignment
Marriage and Civil Partnership
Pregnancy and Maternity
Race
Religion or Belief
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

Sex
Sexual Orientation
As of September 2011 and following a consultation exercise, Mansfield District Council
has a specific priority linking to the equality agenda:

Vulnerable People – supporting the most vulnerable people in our district to help
them live independent and fulfilled lives
12
3.0
SITE DESCRIPTION
3.1
Location/Facilities – King George V Recreation Ground
King George V Recreation Ground is located 1.5 miles south east of Mansfield town
centre, within the suburb of Berry Hill, Nottinghamshire (SK556 593). It is surrounded by
housing/ gardens and is owned and managed by Mansfield District Council. The total area
of approximately 4.3 hectares comprises of sports pitches, golf fairways, golf greens, tees
and areas such as semi mature oak woodland, landscaped woodland plots of scattered
pine, sorbus and silver birch, rough acid grassland to the edges and small areas of
remnant lowland heath land. Much of the grassland beneath the trees is routinely mown
and used for a varied type of sports. There is a children’s play area, outdoor eco
classroom which is accessed by woodland walks. On arriving at King George V Park there
is a newly refurbished car park for visitors with approx. 30 parking spaces.
13
Aerial view of King George V Recreation Ground
3.2
ENVIRONMENTAL AND ECOLOGICAL STATUS
Appearing on the 1875 map as part of Mansfield woods and noted for is pioneer
species. Not much has change in the woodland since this time.
By the nature of the wooded landscape the park provides habitats for a variety of birds and
mammals. Bats may also be present in the larger trees and nearby buildings, and use the
site as foraging habitat. Within the woodland there is a wide range of habitats and an
extensive fungal flora.
Based on a strong acid, slightly podzolic, peat soil the woodland is very sensitive to
change. The current birch stand is coming to the end of its life and with little natural
regeneration taking place it is anticipated that small compartment will need be opened up
and under planted with more shade tolerant species.
There are opportunities to enhance the ecological value of the park by adopting a more
positive ecological management. The new wildflower meadow has potential by planting
local provenance native species which will encourage invertebrates, birds and mammals.
3.3
SITE HISTORY AND HERITAGE
The site has been a park/ public open space, for many years with the name suggesting it
was formed at the time of King George V’s Silver Jubilee in 1935, or to commemorate his
untimely death in 1936. A large number of King George V parks are present in the country
due to such reasons. The golf course formation began in 1977, opening in 1980/81. The
site is owned by Mansfield District Council, managed by the Parks Department.
14
Located within the Sherwood Natural Area, the land would originally have been part of the
mediaeval Royal Hunting Forest of Sherwood. It would have characteristically comprised
of a mosaic of oak birch woodland with open areas of heather and acid grassland where
local people grazed their stock. Small pockets of valuable remnant heath land still exist at
the park, and it is of tremendous importance in regards to its specialist wildlife such as
Green Tiger Beetle (cincidela campestris) Nightjar (Camprimulgus europaeus) and heather
(calluna vulgaris).
King George V Park is located to the west of the historically important Sherwood Forest.
The habitats of acid grassland, woodland and heath land are all represented on the site.
The heath lands are very important not only for the wildlife, but also due to its historical link
to the ancient hunting forest.
3.4
ACCESS
The park has 3 entrances, all of which are accessible for all abilities; there is also car
parking for approx. 30 vehicles on site, this is accessible from Black Scotch Lane.
3.5
VISITORS AND USE
The Recreation Ground provides for a wide range of leisure uses – informal activities such
as walking, dog walking, picnicking and play. The sports facilities include a pitch and
putt golf course, two adult, one 9v9 and one junior football pitch. Mansfield Archery Club
use the bottom tier of the green space on a weekly basis throughout the year. There is the
opportunity for a wide range of educational activities focused around the woodlands and
wildflower meadow and outdoor woodland classroom.
A survey in 2014 identified that approximately 61,000 people visited the park.
The pitch and putt golf course which is open throughout the year is a very well used
facility. Season tickets are available for the more enthusiastic or you can pay as you play,
this brings in an income that subsidises the maintenance of the golf course.
The woodlands and green space provides a haven for visitors which include dog walkers,
sports players and families using the play area.
There are two local primary schools who use the park on a regular basis. Berry Hill
Primary School is situated approximately 50 meters from the entrance gate off Black
Scotch Lane and St Peters is situated on the Bellamy Road Estate which is on the
opposite side of KGV. Both schools regularly attend the recreation ground undertaking
curriculum activities and using the park and outdoor classroom set within the woodlands.
School activities are co-ordinated by the Parks Development Officers, school co-ordinator
and teachers.
15
3.6
MARKETING AND PROMOTION
Regular updates via the web site and additional information, surveys etc are available, this
enables the advertising of events, activities at King George V recreation ground. The web
pages are the easiest and cheapest way of getting information out to local residents and
those from further afield. Within the web pages is the ability to download maps of the site
as well as any promotional leaflets, event details or other information.
As part of our endeavour to improve marketing and promotion of the park, there will be
further posters and other information available; these will be linked with our efforts to retain
our key users for the site as well as trying to encourage new users to the park.
The parks survey in July 2016 will enable the park department to monitor the input from
those who have been surveyed and make valued decisions and act upon improvements
and issues suggested for the future.
16
4.0
MANAGEMENT STRUCTURE
4.0.1 The Management of King George V is the responsibility of Parks Service. At
present there are two full time members of staff on site to undertake all horticultural
and routine maintenance work. Within the Parks Service workforce there are
further skills which can be called on. This is co-ordinated by the Parks Manager.
All parks events and activities are co-ordinated by the Parks Development Officers.
4.0.2 The section is led by the Parks Service Manager. The role is:1. To organise and manage the grounds contracting function.
2. To organise the policy aspect of both parks and leisure functions including the
review, monitoring and action of the Parks & Open Spaces Strategy.
3. To control, develop and implement effective systems for contract management
and control of income.
4.0.3 Day to day park management and maintenance is the responsibility of the Parks
Manager with support from the Parks Supervisors. This post covers the whole
district, which is divided into two sections each headed by a Supervisor and further
divided into a series of teams under Area Team Leaders. The responsibility for the
park comes under a Team Leader with one full time gardener on site and a backup
team of a further seven gardeners. General maintenance works are completed by
the Grounds Staff. (See Appendices 5, 6 and 7) for a copy of the maintenance
regime and a work schedule used by staff) Particular staff within the district has
specific expertise which can be called on for specific duties. The relevant skills
available for King George V are an Arboriculture Officer; Spraying Specialist; Fine
Sports Turf Specialist; Handy Man; Playground Inspector.
4.0.4 The Parks Development Officers (PDO) are responsible for development and
promotion of the Districts Parks and Open Spaces with particular responsibility for
King George V.
This is a key role in development of the park, particular roles at King George V
being:







To project manage minor parks development schemes including budget control.
To research and produce parks promotional literature in liaison with PR
department.
To coordinate and update parks events programme including administration.
To organise events ensuring compliance with health and safety legislation and
licensing
To liaise with community groups in relation to the use of parks and to assist with
community development
To attend and assist with events held in parks
To assist with nature conservation, interpretation and education
To assist the Parks and Street Care Services Manager in achieving
accreditation in quality initiatives; including Green Flag.
4.0.5 It is envisaged that developing a Friends of KGV and supporting other
Voluntary groups, the authority will be able to encourage the local population into
the management and running of the Park.
17
4.1
STAFF STRUCTURE:
Staff Structure:
Neighbourhood
Services Manager
Parks &
Development
Manager
Supervisor
Parks
Development
Officer
x2
Arboriculture
Officer
Other specialist staff:
 Spraying Specialist
 Sports Turf Specialist
 Handy Man
 Playground Inspector
 Sports Development Officer
Area Team
Leader
King George V F/T
Ground Staff x1
x7 Parks Team Staff
(Additional work)
18
5.0
FINANCE AND RESOURCES
The council currently provides funding for management work and maintenance on all parks
and open spaces within the district:
5.0.1 REVENUE COSTING
Feature
Attendant Saturday
Attendant Sunday
2016/17
7,035.60
6,900.30
2017/18
7,211.49
7,072.80
201819
7,391.77
7,249.62
2019/20
7,576.57
7,430.86
2020/21
7,765.98
7,616.63
Golf Course Management
17,904.62
18,352.24
18,811.05
19,281.32
19,763.35
Football Maintenance
2,761.08
2,830.11
2,900.86
2,973.38
3,047.71
Cleaning Management (Buildings) 1,399.95
1,434.95
1,470.82
1,507.59
1,545.27
Grassland Management
- Hand Mowing
- Triple Mowing
545.96
1,814.32
559.61
1,859.67
573.60
1,906.17
587.94
1,953.82
602.63
2,002.66
Hedgerow Management
41.87
42.91
43.98
45.08
46.21
Play Area Management
- Inspection
-Apply Herbicide
604.95
45.10
620.07
46.22
635.58
47.38
651.47
48.56
667.75
49.77
Bench/Seat Maintenance
547.38
561.06
575.09
589.46
604.19
Tree/Woodland Management
810.39
830.65
851.42
872.70
894.51
Wildflower Meadow Management
51.25
52.53
53.84
55.19
56,56
Waste & Litter Management
2,836.13
2,907.03
2,979.71
3,054.20
3,130.55
Legionella checks
852.80
874.12
895.97
918.37
941.32
Fire Safety Checks
213.20
218.53
223.99
226.49
232.15
TOTALS
44,364.90
45,473.96
46,610.85
47,773.00
48,967.24
* A 2.5% increase each year is estimated*
19
5.0.2 CAPITAL FUNDING
Site development has been fairly modest for a number of years, as only internal parks
budgets have been available for funding any improvement works. In 2008 section 106
funding was secured from a residential development close by. The section 106 funding for
KGV has been earmarked to improve the car park, interpretation boards; footpath links
additional benches and litterbins. These projects commenced in spring 2014. Additional
S106 funding from residential developments close by is impending and awaiting release
from developers, this will be used on site to provide further improvements throughout.
Release of S106 contributions should be available from late 2016 onwards and will go
towards improving the tree species in the woodland, benches, litter bins and entrance
improvements.
The Nottinghamshire County Council Local Improvement Scheme funding is also available
to fund small scale projects that encourage employment and community cohesion. This is
accessible for members of the community who wish to improve their local environment.
Funding is often available from Fields in Trust for various projects, as and when funding is
available an application will be made if appropriate for the park.
20
6.0
VISION
KING GEORGE V RECREATION GROUND PROVIDES A WELL MANAGED AND
SAFE GREEN SPACE THROUGHOUT, WITH THE AIM TO ENSURE ALL USERS FEEL
THE BENEFITS OF ITS VARIED FACILITIES BOTH NOW AND IN THE FUTURE
The Council accepts the responsibility, working with its local residents and partners, to
maintain and further develop the site’s assets for the enjoyment of everyone visiting the
park. KGV improves the outlook for both established and newer residents in the area; the
park is seen as the ideal site to establish an ongoing and mutually beneficial relationship
with different groups within the community.
KGV has and will provide an opportunity to organise and manage formal and informal
events, to raise funds for the park itself and for the benefit of its customers.
To confirm the commitment of all involved, the management and maintenance of the park
will follow the criteria required to apply for and achieve Green Flag status for KGV in
2016/17 and subsequent years.
Green Flag Award 2015/16
21
7.0
SITE ASSESSMENT AND ANALYSIS
The park has been assessed using the SWOT analysis and under the Green Flag
standards criteria.
The strengths of the site lie within its landscape features which are maintained to an
excellent standard by full time staff. The involvement with the local primary school has
raised the profile of the site and investment has been ear marked for future improvements.
Figures recorded for King George V identified approx. 61,000 customers accessed the
park in 2014.
Most of the weaknesses of the park can be improved by using resources more effectively
and prioritising within the work programmes. In marketing terms there is limited staffing
and funding to carry out the necessary research and promotions. Another main constraint
to the future management of the park is potential of increased vandalism.
7.1
SITE ASSESSMENT
7.1.1 A Welcoming Place
King George V is a welcoming place and peaceful green oasis which is located in the
centre of a large residential area. The main entrance to the park is also the entrance to the
car park which is off Black Scotch Lane; the other entrances are via an ornamental gated
entrance off Lindhurst Lane and a gate off The Avenues.
All entrances are accessible for all abilities and there are no barriers on access, the park
does not suffer from problems with motorcycles or motor vehicles. The car park is opened
and closed at designated times by the parks staff and mobile wardens, this eliminates any
potential anti-social behaviour after staff have left the site.
Site location panels welcome visitors to the park and car park and interpretation panels are
located around the site to inform visitors of the parks history and facilities provided on site.
Well surfaced routes are provided around KGV. The car park and foot paths are
constructed of crushed stone. The park is two tiered in appearance with a large
percentage of the park on the top tier which has an adult football pitch with two football
pitches on the bottom tiered section. The park has a wide range of good seating which is
made of recycled plastic. There are a large number of dual purpose litter/dog bins
throughout the park which are emptied on a daily basis.
In the summer of 2015 the play area was removed and replaced with new play equipment,
the funding coming from S106 contributions. Since re-opening the play area has become
more popular with age groups ranging from 4 to 14 years of age.
7.1.2 Healthy, Safe & Secure
The maintenance schedule introduced in 2012 (grounds maintenance software) ensures
regular maintenance and checks (See Appendix 5 & 6) and the Works Schedule (see
Appendix 7) should ensure no health risk to the public from accumulated debris, damage
22
or faeces. Dog fouling or littering are not major issues on site, mainly due to the presence
of the full time members of staff, dog wardens and mobile wardens.
The schedule includes a weekly inspection of the children’s play area by a full time
playground inspector employed by MDC, accompanied by an annual independent
inspection. Repairs are carried out as identified by these inspections.
Risk assessments, safe codes of working practices and COSHH assessments are
available on site and these are adhered too at all times, by both internal and external
contractors. Events also come under scrutiny with event management plans and police
notification forms being presented at least six weeks before each event.
Monthly water testing for legionella takes place in house on a monthly basis and by
external contractors quarterly, with records kept on site and at the depot.
Threats to the park are predominately vandalism although this is very rare at this location.
Reporting and repairs of damage are carried out as explained in (Appendix 5). Rewards
are sought from Crime Stoppers and publicised to encourage members of the public to
come forward with any details relating to the issue.
The park suffers very little graffiti problems but issues are dealt with by on site staff and a
mobile graffiti team for large problems. Reporting and repairs of damage are carried out as
explained in (Appendix 5). All graffiti removal chemicals are sourced from a company
called Nordic Ltd who specialise in environmentally friendly chemicals which removes the
graffiti effectively but does no harm to the environment or the material it is being used on.
Anti-Social Behaviour on the park is very rare, but issues are addressed by the Mobile
Neighbourhood Warden Service. See Sections 2.3.7 and 2.3.8 and section 9.2 in the
action plan. Damage due to ASB is reported to the Police and crime numbers issued, rates
of ASB are low within the park.
Repairs are carried out by the MDC handyman where ever possible but more specialist
works are carried out by a specialist approved contractor.
7.1.3 Clean & Well Maintained
The buildings within King George V consist of a football changing room and golf pavilion,
both of which are brick built facilities. These are cleaned on a weekly basis and where
required (weekends) daily. The MDC handy man undertakes repairs to buildings both
interior and exterior where appropriate and contractors are used for larger and specialist
projects. Daily/weekly inspections of the site are carried out by full time members of staff
with ongoing maintenance issues being addressed as and when they occur, this keeps the
park in a visually pleasing, clean and tidy condition; litter picking and emptying litter/dog
bins are on a daily basis (see Works Schedule in Appendix 7)
The introduction of a grounds maintenance software package to improve management
techniques has improved the efficiency of maintenance and frequencies. The software
package called Contender was introduced in April 2012; this covers all aspects of the
grounds maintenance schedule (see appendix 11).
Cleaning of the buildings is incorporated in the works schedule. Maintenance of buildings
is completed by the MDC handyman who carries out any remedial maintenance works e.g.
23
repairing guttering, replacing broken roof tiles. Painting contractors are commissioned
every 5 years to repaint the exterior of the buildings and play equipment and MDC staff
paint the interior of buildings during inclement weather or as and when required.
7.1.4 Sustainability
Peat has not been used by the Council for a number of years and green wastes arising
from maintenance works are recycled back onto site when appropriate. Native species (of
local provenance) are used in future additions to the landscaping of the park e.g.
wildflower meadow plugs from Naturescape. The council have adopted and are
implementing sustainable codes of practice in the procurement of goods and services,
(e.g. recycled, FSC, peat –free, fair-trade, low energy products and energy from renewable
sources); and the design, refurbishment and construction of council owned properties.
All compostable material reintroduced onto site when available, predominately on the
woodland paths and habitat piles. Chipped materials also follow the same process as
composted materials; chippings are reintroduced onto the woodland walks.
The Environmental Policy 2010-2019 has also been written and adopted in full by the
Parks Service (see Appendix 2)
7.1.5 Conservation & Heritage
The woodlands throughout the park have remained untouched for a number of years, with
the exception of essential maintenance, with trees in the woodland predominantly
consisting of oak and birch.
The acid heath land on the site is also home to sporadic clumps of heather (Calluna
vulgaris) and wavy hair grass (Deschamsia flexuosa) this helps enhance the flora and
fauna in the area.
Opportunities have been taken to enhance the ecological value of the park with the
creation and subsequent enhancement of the wildflower meadow area which links both
tiers of the park and the adjacent woodland.
The Park is due to have an ecology survey undertaken by Nottingham Trent University
during 2016. The survey will identify grassland species, habitats, flora
and fauna. Following the survey a management regime will be produced and included in
this management plan from 2016 onwards, this will include updates and follow up
recommendations.
7.1.6 Community Involvement
Until a dedicated Friends Group are set up the community involvement will be from the two
local primary schools, St Peters and Berry Hill both of which are committed to KGV and its
future improvements. Both schools are very active within the park using its outdoor
classrooms and woodlands for curriculum based activities .
Pupils from Berry Hill school helped plant over 10,000 English bluebells in the woodland
during October 2015 the bulbs will help enhance the park and woodland.
24
The local archery club (Hart of Sherwood Archery Club) meet twice a week for practice for
club members and beginners. The four football pitches are also home to local football
teams with a wide span age group starting form 9 years of age to mid to late 30’s.It is
during school summer holidays many of the younger members of the community take part
in a MDC funded opportunity of golf lessons, this has been very well attended since its
initiation and this is evident with the increase in younger season ticket holders.
In 2014 a parks visitor’s survey suggested approx. 61,000 people now use the park, a
2,200 increase since 2010. The age groups using the park are of various ages, this is
mainly down to the range and availability of facilities that provide enjoyment for all ages.
7.1.7 Marketing
King George V is advertised on the council web pages and there are plans identified for
the expansion of these web pages, all parks web pages are amended as and when
information is received. (See Appendix 4) web address www.mansfield.gov.uk
Although use of the social media such as twitter and face book to engage with different
sectors of the local community has been investigated, unfortunately MDC have policies in
place that do not permit social media at this time.
The Parks Development Officer supports the school groups in marketing their events and
this is very successful. A closer working relationship with our PR and marketing officers
now enables us to market our parks more successfully, PR and marketing officers are
informed of all events and activities on the park, relevant information is then passed to
local media/press and where appropriate added to our web pages.
The ward councillor for the park and Portfolio holder are informed of any events and
activities, they regularly attend events and promote these to their constituents. This gives
each event valuable support and encourages local residents to support the events.
7.1.8 Management
The management plan for King George V will help to focus efforts and fill in any gaps. The
plan is reviewed annually and is focussed on improving the effectiveness and delivery of
resources, the introduction of a grounds maintenance software package to improve
management techniques has improved the efficiency of maintenance and inspections, this
has proved very useful contributing to improvements in all maintenance work throughout
all of our district’s parks.
A Parks Champions Group was set up in 2012, members of the group meet on a monthly
basis and given check lists of sites, each site is assessed and feedback from group
members enables standards to improve. Members of the group are a cross selection of
parks staff who are committed to improving standards in the workplace.
Work schedules are in place (see Appendix 7) and grounds maintenance standards are
high with the Grounds Maintenance Manual readily available for all staff (see appendix
11). Staffs are trained to work on site in a competent and safe manner and monthly
random quality checks are also now in place to ensure maintenance standards stay high
and instructions are followed. Risk Assessments are available at all times within the park;
these are kept in the parks pavilion.
25
7.2
SWOT ANALYSIS
The analysis and assessment should assist managers in taking the most appropriate
actions over a set period, to achieve a balance between the needs of the site, the
community, the corporate strategy and the resources available. The main issues of
concern in the park’s history are known. A SWOT analysis is a well-used management
technique which clarifies the areas giving cause for concern and those which are
delivering successfully.
SWOT means:




Strengths
Weaknesses
Opportunities
Threats
The SWOT analysis can be applied to a lesser or greater degree for whatever headings is
chosen. The following analysis focuses on the criteria of the Green Flag Award scheme.
All areas are typical of most park sites.
A WELCOMING PLACE
Strengths
Weaknesses
 well maintained
 More on site interpretation required
 accessible for everyone
 No on street signage to location
 good footpath surfaces
 car parking available on site
 good seating
 f/t member of staff
Opportunities
Threats


improved interpretation material in signs  vandalism
section 106 monies available for
 environmental crime
improvements
 poor maintenance
 apply to county council for browns signs  reduction in staff levels
to identify KGV location
 revenue budget savings
HEALTHY SAFE AND SECURE
Strengths
Weaknesses


well maintained facilities
response system in place and f/t
member of staff for emergency repairs
 new parks maintenance schedules
(contender)
 school activities
 open aspects in most areas of the park
 attendants on site
Opportunities
 secluded woodland areas
 general ad hoc vandalism



 anti-social behaviour e.g. vandalism,
drinking of alcohol
 theft and damage to facilities
community presence, e.g. ‘park watch’
repair and monitor any damage
improve entrances onto the site
Threats
26
Strengths




CLEAN AND WELL MAINTAINED
Weaknesses
regular maintenance schedules
established
f/t members of staff
new parks maintenance schedules
(Contender)
handyman on available for urgent
repairs
 skills shortage.
Opportunities
Threats


 cuts in revenue budgets
 loss of f/t members of staff
education opportunities
new parks staff to familiarise themselves
with management plan maintenance
schedules
Strengths







SUSTAINABILITY
Weaknesses
actively managed site
peat free composts
recycling of green waste
native species of local provenance
(where practicable) to be used for future
additions to the soft landscaping
parks maintenance schedule
(contender)
reduced chemical applications
recycled site furniture
 poor interpretation about the value of the
site
Opportunities
Threats






work with community/schools on further
recycling educational events and
opportunities
27
abuse of the fabric of the park
general vandalism
lack of community commitment
lack of interest from local schools
possible reduction of budgets
Strengths




CONSERVATION / HERITAGE
Weaknesses
robust grounds maintenance schedule
wildflower meadow
woodlands
existing natural areas provide wildlife
habitats
 local environmental value only
 theft and damage to
Opportunities
Threats









increase diversity within the park e.g.,
community orchard
creation of woodland walks
regenerate local habitat i.e., heather and
acid grassland
install bird and bat boxes
increase dead wood habitat
Strengths
vandalism
lack of maintenance
lack of vision
loss of commitment
COMMUNITY INVOLVEMENT
Weaknesses

active and established local school
involvement
 school involvement in varied educational
activities i.e. (bulb planting, wildflower
sowing)
 archery club provides courses and
training for newcomers
Opportunities
 no friends group
 Lack of commitment from community
 No Friends Group

 commitment from the Authority



encourage more schools to use the park
for educational activities
review potential for events
improve marketing of the park
promote and develop a Friends Group
Strengths






Threats
MARKETING
Weaknesses
local people know of the site
advertised on council website
individual marketing initiatives
My Mansfield reaching district wide
audience
positive media from previous projects
dedicated web page
 there is at present no overall marketing
strategy for all council parks
 no information leaflet specifically for the
park
28
Opportunities
Threats


 lack of strategy
 lack of committed resources to marketing
 lack of officer time and budgets
to link with other events in the District
write a marketing strategy for parks and
open spaces
Strengths





MANAGEMENT
Weaknesses
regular management input
parks strategy
green infrastructure plan
achieved Green Flag Status previously
on other parks
experienced and dedicated parks staff
 achieving the aims of the strategy within
the timescales
Opportunities
Threats

 decrease in dedicated and skilled staff
 cuts in revenue funding

gaining Green Flag status and use as a
tool to improve service delivery
establish additional school and other
group users of the site
29
8.0
AIMS AND OBJECTIVES
Following the SWOT analysis, a set of aims and associated objectives have been
developed, which will help to fulfil the vision for the park. The aims and objectives are
listed below and within the Action Plan (Section 9) which will deliver these aims and
objectives following the analysis and assessment in section 7.
AIMS
8.1
OBJECTIVES
A Welcoming Place:
8.1.1
 Create a welcoming
park
 Develop King George V 8.1.2
as an outdoor classroom
 Improve signage around 8.1.3
the site
8.1.4
8.1.5
8.2
Healthy, Safe & Secure:
 Ensure that the park is
safe and secure
8.2.1
8.2.2
8.2.3
8.2.4
8.2.6
8.2.7
8.3
Clean & well maintained:
 Ensure that the park
facilities are clean and
well maintained.
8.3.1
8.3.2
8.3.3
8.3.4
8.3.5
8.3.6
8.4
Sustainability:
 Ensure sustainable
management of
resources
8.4.1
8.4.2
Maintain all access, pathways, fencing, equipment
and gates in good order mindful of Disability
Discrimination Act 1995 and visitor and staff safety.
Provide and encourage access for all where
feasible.
Provide interpretative information at agreed points
within the site.
Provide operational information at the main entrance
to the site.
General grounds maintenance including litter,
cleanliness and safety checks to be carried out to
agreed standard with operative staff. As per grounds
maintenance schedule.
Publicise appropriate contact with the Council
Encourage officer participation with any local group
regarding anti-social behaviour in parks and green
spaces, i.e. environmental crime reduction
Continue the relationship with neighbourhood
wardens and police
Publicise the Health and Safety Policy with all staff
and monitor
Ensure weekly inspections recorded of all play
equipment, facilities and furniture.
Dog fouling issues to be regularly addressed and
assessed
Maintain all accesses, pathways, fencing, equipment
and gates in good order mindful of DDA and visitor
and staff safety.
Grounds maintenance to be carried out to contract
specification ensuring a high standard of
maintenance of all features.
Regular graffiti inspections, reports and remedial
action to be completed and undertaken by staff
Provide interpretive information at various locations
throughout the site
Maintain and enhance horticultural diversity
Develop training opportunities in good horticultural
practice
Ensure environmental policies are in place and
reviewed annually
Research appropriate grounds maintenance
machinery and techniques towards a greener
service
30
8.5
8.6
8.7
8.8
Conservation & Heritage:
 Preserve & enhance the
existing conservation
fabric of the park
8.5.1
Community Involvement:
 Encourage use and
involvement of local
people
 Establish the park as a
local learning resource
and outdoor classroom
8.6.1
Marketing:
 Establish King George V
as a visitor attraction
within the area.
Management:
 Ensure a viable financial
base for maintenance
and development works
8.5.2
8.5.3
8.5.4
8.6.2
8.6.3
8.6.4
8.6.3
8.6.4
8.7.1
8.7.2
8.7.3
8.8.1
8.8.2
8.8.3
8.8.4
8.8.5
All existing features to be maintained in their present
condition
All damage to be repaired as and when required
Develop woodland walks throughout the site
Maintain and enhance biodiversity e.g. wildflower
area and woodlands
Ensure a high profile of the park locally and county
wide
Support local groups and schools
Develop a programme of conservation events
Ensure good interpretation of the artistic elements
Encourage use by schools, colleges and interest
groups
Promote the education pack developed for the park
Build local awareness through the Parks Survey
Promote the park through MDC PR for events and
activities
Raise awareness through continuous updates,
additions and amendments on web pages
Ensure that a co-ordinated, cohesive and flexible
management structure is in place with annual
reviews linked to staff appraisals, budgets, skills
assessments and resource availability.
Identify requirements for any additional financial
support and pursue any relevant grants, section 106
funding opportunities
Instigate monthly work programmes for operative
staff and volunteers (new software)
Submit entry for Green Flag status
Inform other service areas of their responsibility to
deliver services that impact on the site
31
9.0
ACTION PLAN
Abbreviations:
PM
AO
PS
Parks Manager
Arboriculture Office
Supervisors
PDO
PRO
Parks Development Officer
Public Relations Officer
Where more than one person involved, bold = lead
1.
A Welcoming Place
Actions
Provide up to date interpretation info on site
Install notice board on golf pavilion
Carry out necessary path repairs as required
Extend woodland planting
Bulb planting within woodlands and entrances
Continue to work with dog warden, wardens,
schools and on site re-educating dog owners and
litter issues
Create additional woodland footpaths, information
panels and creation of woodland walks
Painting buildings, street furniture, fences and
entrances
Improve gated entrance from The Avenues
Install new play area and play surfacing
Open the public toilets during opening times
Investigate brown tourism signs on NCC lampposts
Lead
PDO
PDO
PDO
PDO
PDO
PDO
16/17


PDO




17/18

18/19










PDO
PM/PDO
PDO
PDO
32
20/21








PDO
19/20







2.
Healthy Safe and Secure
Actions
Introduce and develop more health orientated
activities and events
Publicise the contact numbers for Neighbourhood
Wardens and Police, log all incidents and inform of
any anti-social behaviour.
Weekend/Bank Holiday attendants on duty
Play Area Inspections (weekly) and repairs (as
required)
Ensure that risk assessments are carried out and
updated and known to all involved in activities on
the park
Promote H&S policy to all staff and involve staff in
meetings re H&S and risk assessments
Liaise with Police, Police Community Protection
Officers to ensure that King George V is patrolled as
part of their routine patrol
Promote the H and S policy to all staff, volunteers
and contractors on site, ensue all are properly
trained to do specific task undertaken.
Ensure all activities and events on site are fully risk
assessed and those involved in any risk are
informed
Use of mobile CCTV cameras within the park as
and when required
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO





PDO
PDO










PDO





PDO





PDO





PDO





PDO





33
3.
Clean and well maintained
Actions
A parks maintenance software package ensures
work is carried out as per maintenance schedules
Litter bins emptying and litter picks carried out daily
Keep crushed stone paths free from weed and
accessible at all times
Continue to develop established links with schools
to improve children in ‘respect’ projects
Continue to develop response mechanisms to
ensure prompt delivery of remedial works
Organise regular monthly walkabout to raise
awareness of any issues
Promote friends community group participation in
litter picking events
Undertake monitoring exercises with Wardens and
Environmental Health in respect of dog fouling
Promote the Grime Project & Grimebusters Hotline
Keep all internal and external parts of buildings
clean and well decorated throughout
Install additional closed bins in play area
Add hogging surface to existing on crush stone
paths and car park
Extend and improve footpath links on crushed stone
paths
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO
PDO










PDO





PDO





PDO





PDO





PDO





PDO
PDO










PDO
PDO



PDO
34
4.
Sustainability
Actions
Promote the Park’s Environmental Policy 20102019 to all staff and volunteers and the wider
community
Continue to use and promote the use of peat free
composts on site
Continue to ensure that all green waste arising’s
from works in the park are used on site for
environmental projects
Continue to use energy saving products in all
buildings
Continue to source and use recycled products
where possible
Continue to increase the use of plant and machinery
with low CO2 emissions
Continue to develop working practices which will
optimise the sustainability of existing plant stock
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO





PDO





PDO





PDO





PDO





PDO





35
5.
Conservation and Heritage
Actions
Establish a comprehensive record of the tree stock
as part of the Council wide tree survey
Maintain and enhance the horticultural diversity and
biodiversity within the park, particularly the
wildflower meadow and woodland
Create additional outdoor classroom in the
woodlands
Create habitat areas in woodland and site
boundaries
Install rustic style seating in woodland walks
Install bird boxes and bat nesting boxes in
woodland
Install interpretive signage in woodland walks and
wildflower area
Create nature trails with tags identifying points of
interest
Install new gates to match existing on entrance off
Lindhurst Lane
Phased removal of trees in woodlands
Phased planting of trees in woodlands
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO









PDO

PDO

PDO
PDO


PDO

PDO

PDO

AO
AO

36






6.
Community Involvement and Development
Actions
Establish and develop a KGV Friends group
Lead
PDO
16/17

Establish, develop and continue with links with
schools to promote all facilities and activities
PDO





Lead on activities with schools and supported by
NCC and Sherwood Forest Trust to promote
education and the environmental value of the site
To develop partnership working for staging various
events
PDO





PDO





To undertake monitoring exercises to establish
visitor numbers and requirements
PDO





Establish additional links with cadets, scouts and
guides in relation to woodland activities and events
PDO





37
17/18
18/19
19/20
20/21
7.
Marketing
Actions
Publicise the park to the local media, Radio
Mansfield 103.2 and newspaper The Chad via MDC
PR
Programme of all events held at King George V will
be included on the Parks Website
Investigate producing promotional DVD’s in
partnership with local schools and colleges
Promote and build on publicity created from East
Midlands in Bloom, Green Flag Award
Update the dedicated KGV web page
Prepare press releases to publicise achievement,
activities and events in KGV
Lead
PDO
16/17

17/18

18/19

19/20

PDO





PDO





PDO





PDO
PDO










Develop and manage a draft marketing strategy in
conjunction with Public Relations Officers
Investigate and action marketing via social media
Improve signage around the site
Introduce and promote new parks/LNR leaflet
PDO/PRO





PDO
PDO
PR/PDO




38
20/21

8.
Management
Actions
All monthly work programmes for all staff has been
initiated so that a co-ordinated flexible management
structure is in place, linked to budgets and staff
resources.
Adhere to changing legislation
Lead
PDO
16/17

17/18

18/19

19/20

PDO





Continue to review recording and response system
for dealing with enquiries and complaints (Ash
system)
PDO





Ensure effective delivery of the KGV Management
plan within the council’s existing policies and
strategies
PDO





Build on current levels of staff motivation
PDO





Seek new partners to assist in delivering KGV
Management Plan
Continuous review of suppliers and external service
providers
PDO





PDO





39
20/21

10.0
MONITORING AND REVIEW
This is a revision of the ongoing 10 year management plan for the park. The aims
and objectives should be logical, achievable and measurable by all involved in the
operational and developmental process. A review and evaluation of progress will be
carried out annually, usually in the autumn so that the results can be fed into the
service area’s business plan in time for the setting of budgets for the next financial
year.
The process gives an opportunity to assess whether further revenue funding and
other resources may be necessary for the current and subsequent financial years.
For example funding and /or other staff may be required to carry out marketing
surveys to assist in the completion of the marketing plan for the park. That exercise
will require repeating on a regular basis for different events, for example, so that
baseline information can be recorded and analysed. The results of these surveys
may mean alterations to the present grounds maintenance operational regime.
The exercise is also valuable in providing information for future funding applications.
As well as an annual review, every five years, the plan will be comprehensively
revised to ensure that its content remains up to date with the Council’s policies and
aims. This process is integral to the achievement of Green Flag status for the site.
This more detailed review will also accommodate the changes that will have
occurred to the fabric of the park. The previous full revision was November 2015.
40
APPENDICES
Appendix 1
Appendix 2
Appendix 3
Appendix 4
Appendix 5
Appendix 6
Appendix 7
Appendix 8
Appendix 9
Appendix 10
Appendix 11
Appendix 12
List of Acronyms
Environmental Policy 2010-19
Schools Action Plan 2016/21
Marketing of Parks and Green Spaces
Maintenance Regime
Playground Inspection Sheet
Monthly Work Schedule
Statements for Green Flag Application
Green Flag judges’ comments 2015/16
Address Details
Maintenance Manual (available on request)
Corporate Plan 2015 (available on request)
41
APPENDIX 1
LIST OF ACRONYMS
ASB
Anti-Social Behaviour
AONB
Area of Outstanding Natural Beauty
BAP
Biodiversity Action Plan
DDA
Disability Discrimination Act
CDRP
Crime and Disorder Reduction Partnership
CNEA
Clean Neighbourhood and Environments Act
CPA
Comprehensive Performance Assessment
DCLG
Department for Communities and Local Government
DEFRA
Department for Food, Environment and Rural Affairs
DVLA
Driver & Vehicle Licensing Agency
FPN
Fixed Penalty Notice
HLF
Heritage Lottery Fund
LA21
Local Agenda 21
LAA
Local Area Agreement
LBAP
Local Biodiversity Action Plan
LDF
Local Development Framework
MASP
Mansfield Area Strategic Partnership
MDC
Mansfield District Council
MPAC
Mansfield Partnership against Crime
NAO
National Audit Office
PDO
Parks Development Officer
PCG
Parks Champions Group
PR
Public Relations
RHS
Royal Horticultural Society
SV
Supervisor
SWOT
Strengths/Weaknesses/Opportunities/Threat
42
APPENDIX 2
ENVIRONMENTAL POLICY – JANUARY 2010-19
1. Summary
Mansfield District Council ensures that our Green Flag status parks are places of horticultural
and environmental excellence. This policy details the practices undertaken in the park which
reduces the impact of high standard horticulture on the environment both from a physical aspect
and also ethically.
2. Analysis of Environmental Impacts.
Below is a table detailing the environmental impact of all the work procedures carried out in
parks.
Activity
MOWING:
Mowing of Parkland lawns
Detail
Comments
Carried out once a week during Mulch deck is used to return
growing season
nitrogen to grass and so
reducing amount of fertilizer
required. Grass kept short to
reduce invasion of weeds. No
selective herbicides or
fertilisers are used. Mowing not
carried out during periods of
peak usage times in order to
reduce affect of noise pollution
on people wishing to settle in a
quiet park.
Mowing of ornamental gardens By Cylinder Mower
and bowling green
Grass clippings composted.
Mowing not carried out during
busy periods in park in order to
reduce the effect of noise
pollution.
WEED CONTROL:
Spraying of weeds on paths
Carried out twice a year.
Glyphosate used as it is the
most environmentally friendly
weed killer
Weed/Grass control around
trees, bins, lamp posts
Carried out on a weekly basis
during growing season
Edged out and side clipped to
alleviate the need to apply
weed killer.
Weed Control on paths
Herbicide/Bi-Active Type
Ensures weeds are eradicated
Selective weed spraying of
bowling green, ornamental
lawns & application of fertiliser
Carried out once a year
Kept to a minimum by high
standard of turf renovation &
maintenance
Watering of Bowling Green
Carried out on a daily basis
during hot periods
Carried out as there is no
alternative
43
FERTILISERS AND MANURES:
Application of fertilisers /
Benefits soil fertility and plant
manures
growth whilst avoiding
excessive or improper
application
Animal manures and
Encourage the use of these for
composted remains.
bulking up the soil with organic
matter.
BUILT ELEMENTS:
Use of detergents when
Used in Pavilions for cleaning.
cleaning buildings
Lighting/Heating
Timber
Seats, fencing, stakes etc.
Limestone
For creation of rock gardens,
water features etc.
TREES:
Additional Tree Planting and
replacement planting
All landscaping and tree works
Where new tree planting has
taken place checks to be
carried out weekly and
replacements planting carried
out during winter period
All planting and replanting of
trees, shrubs and plants.
Tree Officer
FLOWER BEDS AND BORDERS:
Addition of Herbaceous
Identify areas to enhance. Use
Borders
native species where
appropriate.
Formal Bedding where peat
had traditionally been used
to either grow plants or added
to soil
Peat free compost now used
44
Accurate application of all
fertilisers based on soil
analysis and guidelines.
Ensure composts are well
rotted down.
Most environmentally friendly
detergents used in accordance
with Council policies.
Uses filtered light in order to
reduce light pollution. We are
trialling some lighting on timers
to reduce electricity
consumption and nuisance to
neighbouring residents.
Timber is to be supplied from a
sustainable source where good
forestry practices have been
adopted e.g. FSC approved.
Source the tone from approved
suppliers.
Enhances environment
increasing food availability of
insects, birds and mammals
and also serves as an
important educational resource.
Native species to be used if
appropriate.
Use reduced peat soil and
incorporation of Humus
material to aid soil moisture
content.
To manage and advise on
arboriculture issues throughout
the District of Mansfield.
Increases biodiversity value
and increases food availability
for birds and mammals. Serves
as an important educational
resource.
As of 2005 the council has
been peat free.
Invasive non-native species
WILDLIFE:
Addition of Bird Boxes
A small number of highly
invasive plants can threaten
natural habitats and native
species.
MDC recognise the threat
from these plants is
serious. New planting
schemes will be well
thought out and approved.
Where areas of invasive
plants are identified e.g.
Japanese Knotweed,
approved guidelines will be
used for their treatment.
To be made and constructed
on site by Friends Group and
put around parks.
Will increase and retain
wide variety of bird life –
thus reducing numbers of
plant pests.
Increases biodiversity
value and increases food
availability for birds and
mammals. Serves as an
important educational
resource.
To assist and advise on
nature conservation,
interpretation and
education on Parks, Open
Spaces and Local Nature
Reserves.
Addition of Wild Flower Areas
Enhance areas with additional
plug planting or seed sowing
and ensure appropriate
management of sites i.e.
changes to mowing regimes.
Parks Development Officer
(Conservation)
Liaise with friends groups in
conservation issues.
RECYCLING:
Recycling of Green Waste
OPERATIONS:
Dog Mess
E.g. Weeds, herbaceous
vegetation and flower heads,
shredded arisings.
Majority of material
recycled on site when
possible, small amounts
are transported off site
where it is shredded,
composted, then added to
beds as mulch, or soil
conditioner. When volume
of material is too high
arrange for this to be
disposed of at a nearby
WRG composting site.
Clean Neighbourhoods and
Environments Act (CNEA)
2005 in force and provision of
doggy bags in ‘Poop Scoop
Points’.
The CNEA 2005 is in force
allowing Fixed Penalty
Notices of £75 to be
issued. Dog mess must be
removed with doggy bags
which are available free of
charge from ‘Poop Scoop
Points’. Dogs are banned
from sports areas;
children’s play areas and
ornamental play areas.
45
Graffiti Removal
The use of environmentally
friendly graffiti removal
products are sourced
Hedge cutting
Wildlife and Countryside Act
1981(as amended)
NURSERY OPERATIONS: External Contractors
Recycling
Recycling of pots and plant
trays.
Evaluate the effectiveness
of products and use in all
Green Flag areas if
product deemed
satisfactory.
Hedge cutting is not
carried out in nesting
season between March –
August.
Specifications state that all
materials should be
recycled
As of 2005 the council has
been peat free
Peat free
MDC is now 100% peat free
MACHINERY:
Ride on Mower
Machinery
Hayter Cylinder Triple
Greener machinery
Uses Diesel
Electric parks vehicle now
on site and reducing fuel
and emissions.
EVENTS & EDUCATION:
Sustainable Transport
Events
The Park regularly holds
sustainable
transport/cycling events
and education days.
Informs children and adults
of how to protect the
environment and brings
the public to the park.
Promotes a sense of
responsibility and
understanding for the
environment and
participation in
environmental issues.
Events and Activities
Carried out on a regular basis
with schools, community
groups and professionals.
Education
Education, information
provision and open
consultation with the local
community.
CONTRACTORS:
Work in partnership with our contractors , suppliers and others to comply with all regulatory
requirements at a local, national European and International level to encourage continuous
improvement in environmental performance and practices
LEGISLATION:
CITES (Convention on
Compliance with CITES
Promote the use of
International Trade in Endangered
artificial propagation rather
Species of wild flora and fauna)
then removal of plants
from the wild
Wildlife and Countryside Act 1981 Compliance with the act
(as amended)
Clean Neighbourhoods &
Compliance with act.
Use of powers to issue
Environment Act 2005
Fixed Penalty Notices for
incidences of dog fouling,
fly tipping, littering etc.
46
APPENDIX 3
Berry Hill Primary and St Peters Primary School – Action Plan January 2016 to 2021
Abbreviations
BHP – Berry Hill Primary School
SPP - St Peters Primary School
PDO – Parks Development Officer
NW – Neighbourhood Wardens
1. Publicity
Actions
Assist in rolling out the parks users’ survey.
Information of dates and content of events and
keep notice board up to date
Continue to promote park and facilities for
community and schools activities
Promote schools participation and its activities
on site
Provide information of planned activities for
inclusion on the MDC web site
Lead
16/17

PDO

PDO/BHP/
SPP

PDO/BHP/
SPP

PDO/BHP/
SPP

PDO/BHP/
SPP
47
17/18


18/19


19/20


20/21














2. Community Events and Activities
Actions
Work with MDC to organise a programme of
events on the park
Help with clean up events within the park
Support community based events throughout the
year
Support MDC in the East Midlands In Bloom
awards
Support MDC in the Green Flag application
Make bird and bat boxes
Lead
16/17

PDO/BHP/
SPP

PDO/BHP/
SPP

BHP/SPP
17/18

18/19

19/20

20/21









BHP/
SPP
BHP/SPP
BHP/SPP













Lead
BHP/SPP
16/17

17/18

18/19

19/20

20/21




















3. Environmental
Actions
Promote the education of park users regarding of
litter and graffiti abuse
Use peat free composts throughout the park.
Help plant and maintain native trees to enhance
the existing woodland
Help manage and extend existing wildflower
meadow
Assist in creation of outdoor classroom
Assist in creating woodland habitat piles
BHP/SPP
PDO/BHP/
SPP
PDO/BHP/
SPP
PDO/BPH/
SPP
PDO/BPH/
SPP


48
APPENDIX 4 - MARKETING
Marketing
Parks and Open Spaces
1. Introduction
Marketing of parks and open spaces is a key role in the development of,
promotion of, awareness raising and community involvement in the sites.
Essentially parks and open spaces are provided for both people and wildlife to
enjoy, and it the aim of Mansfield District Council to market these sites to their
full potential.
It is important to consider both external and internal marketing, as
approximately 75% of employees live within Mansfield District.
It is important to consider both external and internal marketing, as
approximately 75% of employees live within Mansfield District many with
access to the internet and ability to search the MDC website at
www.mansfield.gov.uk
2. Key Aims
-
To ensure that residents of Mansfield District are informed and updated
about our parks and open spaces
-
To promote Mansfield’s parks and open spaces within a wider
geographical area
-
To monitor public perception and satisfaction of parks and open spaces
-
To inform the public and staff of day to day maintenance and
management of parks and open spaces
-
To increase the usage of parks and open spaces
The Councils Corporate Plan identifies the Councils vision:
-
The District Council will create a more positive image of Mansfield
District to develop people, businesses and investment in the area
-
The District Council will improve confidence, pride and dignity so that
everyone can enjoy a good quality of life in their neighbourhood
To deliver the Councils vision, the provision of parks and open spaces
works towards one of the 5 priorities:
-
Develop a high quality, clean and pleasant environment.
49
3. Target audiences
Mansfield District Council’s parks and open spaces are a facility for all
residents and visitors to use. Some examples are:
3.1 External
- All residents
- All visitors and potential visitors
- County Councillors
- Media
- Other Local Authorities
- MASP
- Partner organisations
- Central Government
- Schools and other educational groups
3.2 Internal
- All employees
- All Councillors
4. Key Responsibilities
Parks and open spaces fall within the remit of the Parks Section within the
Operations Department. The marketing of parks and open spaces is primarily
carried out by the Parks Development Team and is aided by the Public
Relations Officers and Marketing and Communications Officer.
Mansfield’s friends groups also have some involvement of marketing parks
and open spaces through event organisation and publicity material for
example:
-
Woodhouse Warbler
Warsop Web
Oak Tree News
Grange Farm newsletter
5. Internal Communication
Marketing of parks and open spaces within the Council is important for many
reasons. Our Councillors play a key role in parks and open spaces through
being a contact for residents, allocating internal budgets and being
representatives of the Council.
Employees of the Council are also important in the marketing of parks and
open spaces as can promote sites through their working area and also enjoy
them for recreational activities.
50
6. External Communications
Promotion of parks and open spaces outside of the Council is varied, with lots
of potential for involving members of the public. The external audience is
much wider providing a greater challenge and requiring more investment.
7. Marketing tools
There are currently a variety of tools available to market parks and open
spaces. The majority of these tools are available to all external users as well
as MDC staff. Below is a table highlighting these, and who has access to the
information:
Marketing tool
Council website
Council intranet
My Mansfield magazine
Insider magazine
Parks and LNR’s booklet
On site interpretation
Insider Experience
Radio
Local papers
Mayors column
MD’s Diary
Team briefings
Corporate induction
Friends Group meeting
GreenSTAT
East Midlands in Bloom campaign
Britain in Bloom Campaign
Green Flag award
External websites
External use
Yes
No
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
Internal use
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
8. Future developments
Marketing of parks and open spaces is always evolving, with more information
to be provided to visitors, new sites to promote and different ways of
publicising the sites. The following summarises future developments:
8.1. Review of on-site marketing tools
- Interpretation boards
- Site signs and welcome boards
- Notice boards
51
8.2. Review of off-site marketing tools
- MDC Website
- Partner websites with MDC links
- Friends group events and activities
- Parks and LNR leaflets, including site specific
- Quality award campaigns i.e. Green Flag, In Bloom
8.3. Developments to the website
- Pages on each group
- Pages on each site
- Pages on maintenance and management
- Interactive pages including environmental education
8.4. Aspirational future marketing tools
- Promotion of trails within Mansfield
- Calendar containing different sites each month
- Additional on site interpretation
- Postcards from the Park
- Promotion of Mansfield parks and open spaces within national
publications e.g. horticultural week
9. Monitoring and evaluation
Assessing the usage of parks and open spaces is very difficult as there are no
counters, signing in areas or ticketed entries on access points. Monitoring
and evaluation could be looked at through other means such as
-
Parks staff carrying out head counts at set times of the day
Feedback facilities on Councils website
GreenSTAT (current sites listed are Berry Hill, Carr Bank, Racecourse
and Titchfield)
Staff questionnaire
Parks visitors/users survey
There has always been some marketing throughout the District of
individual parks; however there is not yet in place a corporate
marketing strategy for the promotion of the parks and open space sites.
Marketing that did occur was targeted to specific groups i.e. The
Friends group, schools or linked to district events e.g. summer in the
Streets events, Fun Days.
52
APPENDIX 5 – MAINTENANCE REGIME
Please see ‘King George V - Maintenance Manual’ for more in depth details of
the maintenance regime. This was produced in 1999 and is amended. The
maintenance manual is run in conjunction with a newly installed grounds
maintenance software package.
GENERAL
The maintenance manual is designed to ensure that the fabric of the park is
maintained to a high standard and that repairs to or replacement of any items
are undertaken swiftly and to an appropriate standard, as per Contender
specifications.
Damage or vandalism:
Site staff must report damage and/or vandalism to the Police obtaining a
crime number if appropriate and to the MDC Neighbourhood Warden Service.
They must also report any damage or vandalism to an Authorised Officer
immediately and in writing (within three working days.) They must advise if the
works are within the scope of site staff or if specialist contractors need to be
contacted.
Site staff can undertake the removal of low level graffiti with anti graffiti kits
supplied. Large amounts of graffiti should be reported to the Graffiti Team
who will remove it within 7 – 14 working days. Offensive graffiti should be
removed within 24 hours.
Inspections and routine maintenance:
Inspections of the features and buildings should be carried out on a routine
basis and routine maintenance should keep the park in a visually pleasing,
clean and tidy condition. It should ensure no health risk to the public from
accumulated debris or faeces and that no plant material suffers from
prolonged periods of drought. See Appendix 7 for works schedule.
All built elements are kept in a clean and tidy condition, with toilets and other
public facilities cleaned on a daily basis.
Minor repair works to buildings are within scope of site staff and the MDC
handyman is on call for any minor repairs and emergency repairs, all other
repairs are carried out be an approved contractor or within other local
authority departments.
Routine painting building exteriors should be carried out every five years or
sooner if required and painting contractors commissioned to undertake the
works.
53
Specialist maintenance:
Whilst routine checks can limit wear, tear and minor damage, the historic,
engineering, horticultural and arboricultural parts of the parks fabric should be
regularly checked by experts in these areas. The recommendation is that
these inspections should be undertaken twice per annum.
The park contains listed monuments (e.g. grotto, war memorial) and the
majority of repairs and detailed maintenance works should only be carried out
by qualified persons or approved contractors who will undertake repairs in a
sensitive manner as instructed by the Council.
Any graffiti found on these monuments is removed within 24 hours with
specialist products.
Play areas:
In the playground, it is necessary to ensure all equipment complies with
BS5696 and are kept in a clean and tidy condition with no materials or
substances which could be hazardous to public health.
The Play Inspectors inspect the equipment and area on a weekly basis and
carry out any maintenance or repairs as required. The play area should also
have an annual inspection by an independent body.
Mature trees and woodland:
Particular attention must be paid to mature trees and woodlands adjacent to
or overhanging paths or roads and ongoing surveys are undertaken by the
Arboricultural Officer to assess any health and safety issues. Remedial action
will be taken as required.
54
APPENDIX 6
PLAY AREA INSPECTION SHEET
Mansfield District Council –
Parks Services
Parks / Playground Routine
Inspection Sheet
Weekly Playground Equipment Inspection Sheet
Location / Name of Park / Playground:
______________________________________________________
Inspected By: ____________________________ Signed By:
____________________________________
Date Inspected: __________________________ Time Inspected:
_________________________________
OK
Action Required
Playground Equipment
Swings / Cradle Swings
Tyre Swings
Slide / Bank Slides
See – Saw
Spring Animals / Rocking
Items
Roundabout / Rotating Items
Aerial Runways & Track Items
(Zip Wire Run’s)
Climbing & Agility Units (Steel
& Wood)
Rope Climbing Nets
Multi-Play Items
Adventure Trails
Balance Beams, Stepping
Logs & Play Houses
Bridges
I Play
Skateboard Equipment
Sand Pits
55
Action Taken
Date Completed
BMX Tracks
Multi-Use Games Areas
Other (Please Specify)
Please Continue
Overleaf
OK
Action Required
Action Taken
Date Completed
Ancillary Items
Safety Surfacing
Other Surfacing
Site Access / Pathways
Gates / Dog Grids / Seats
Bins / Glass / Litter
Signs / Cycle Racks / Fencing
Other (Please Specify)
Comments:
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
56
APPENDIX 7 – WEEKLY WORK SCHEDULE
KING GEORGE V RECREATION GROUND – ROUTINE MAINTENANCE CHECK LIST
Week commencing:___/___/______
Feature
Walls and Steps
Footpaths
Car Park
Park lighting
All metalwork
Trees maintenance
Locking / Unlocking Gates
Litter picking
Sweeping of paths & hard areas
Removal of leaves
Watering
Mow lawn areas
Mow recreation grass
Wild flower areas
Golf Greens
Job
Inspect for loose stones/copings
Inspect step treads
Basic visual inspection
Basic visual inspection
Inspect for damage/graffiti
Inspect for damage
Inspect all trees disease/damage
Stakes and Ties
Formative pruning
Locking / Unlocking Gates
Collect all litter in park/empty bins
General sweep of paths/hard areas
Clear majority of all leaves fallen
Cs and when needed
Cut to a height of 15mm(Mar-Oct)
Cut to a height of 25mm(Mar-Oct)
Cut to a height of 50 mm (remove arisings)
Cut Green (April-Sept)
Cut Green (final cut) March + Oct
Swish
Clean out gully
Roll (during season)
Spike
Top dress(using a loam based dressing)
Scarify
Season end scarify
Overseed
Spring Fertiliser
frequency
monthly
daily
daily
daily
daily
weekly
feb/jun/nov
feb/jun/nov
annually
daily
daily
monthly
weekly (seasonal)
as needed
weekly
weekly
2 times/year
3times/week
once/week
every morning
monthly
twice/month
monthly
once/year
twice/month
once
as required
as instructed
57
Mon
Tue
Wed
Thu
Fri
Sat
Sun
Date
Completed
Shrub Beds
Hedge Maintenance
Play Area Main't
Pavilion
Autumn Fertiliser
Weed kill (May + June)
Litter pick
Pruning
Weeding
Hedge cutting
Basic visual inspection
Weekly thorough check
Maintenance
General inspection & cleaning as
necessary
Toilets - check when in use
Toilets - clean when in use
Guttering
Windows & doors - check glazing
Inspect for damage / graffiti
as instructed
2 times/year
see manual
see manual
see manual
up to 3 times/year
daily
weekly
as required
daily
3 times daily
daily
weekly
daily
daily
EXTRA WORK
Operation Operation Operation INSTRUCTIONS:
Tick box when task complete.
Enter date and sign off.
Enter any additional tasks in the Extra Work section.
Return to supervisor at beginning of next week.
58
APPENDIX 8 - STATEMENTS FOR GREEN FLAG APPLICATION
Why we qualify for a Green Flag award:
King George V Park is encompassed within a very affluent area called Berry Hill and is approx 1.5 miles from Mansfield town centre. This
site offers a mix of open grassland with mature trees, woodlands, pitch and putt golf course, wildflower meadows, sports facilities and
multi use play areas.
Located within the Sherwood Natural Area, the land would originally have been part of the mediaeval Royal Hunting Forest of Sherwood.
It would have characteristically comprised of a mosaic of oak birch woodland with open areas of heather and acid grassland where local
people grazed their stock. Small pockets of valuable remnant heath land still exist at the recreation ground.
King George V is diverse site and is considered to be of horticultural and conservation excellence. Staff are highly qualified and have an
abundance of horticultural knowledge, this is passed on to all others working within the park, this includes other staff, volunteers and
schools.
Visitors are encouraged to enjoy and make use of the facilities provided which include: golf, archery, football, woodland walks and
children’s play area. Areas are accessible for all and a car park provides site users safe parking during their visit.
The site has been a park/ public open space, for many years with the name suggesting it was formed at the time of King George V’s
Silver Jubilee in 1935, or to commemorate his untimely death in 1936.
Website publicity statement:
King George V Park is encompassed within a very affluent area called Berry Hill and is approx 1.5 miles from Mansfield town centre. This
site offers a mix of open grassland with mature trees, woodlands, pitch and putt golf course, wildflower meadows, sports facilities and
multi use play areas.
Located within the Sherwood Natural Area, the land would originally have been part of the mediaeval Royal Hunting Forest of Sherwood.
It would have characteristically comprised of a mosaic of oak birch woodland with open areas of heather and acid grassland where local
people grazed their stock. Small pockets of valuable remnant heath land still exist at the recreation ground.
59
King George V is diverse site and is considered to be of horticultural and conservation excellence. Staff are highly qualified and have an
abundance of horticultural knowledge, this is passed on to all others working within the park, this includes other staff, volunteers and
schools.
Visitors are encouraged to enjoy and make use of the facilities provided which include: golf, archery, football, woodland walks and
children’s play area. Areas are accessible for all and a car park provides site users safe parking during their visit.
The site has been a park/ public open space, for many years with the name suggesting it was formed at the time of King George V’s
Silver Jubilee in 1935, or to commemorate his untimely death in 1936.
60
APPENDIX 9
Mystery Shopping - Interim Quality Assessment
Answer the questions below providing detailed feedback that will benefit the site. All ‘No'
responses require comments.
Name of Site: King George V Park
Managing Organisation: Mansfield District Council
Date, time and duration of visit: 29th July 2015, 12.50pm. 1 hour.
Weather conditions: Sunshine
Name of Judge: David Brown
1. Was the site easy to find e.g. directional signage?
No
Comments: No directional signs to the Park.
2. On approaching the site were you encouraged to enter?
Yes
Comments: The entrance to the car park is open and the main sign welcomes
visitors into the park.
61
3. Were entrance signs visible announcing the site and did they
provide contact details for complaints/praise?
Yes
Comments:
4. Were entrances safe and accessible to people of differing abilities?
No
Comments: Disabled access in the main entrance would be safer if a
dedicated footpath was provided, recommended by last year’s judges. Also
the gate from the far side of the football pitches has a sliding bar to hold it
closed, this could present problems to some disabled visitors.
5. Were entrances and car parks clean, litter free and well maintained?
No
Comments: The recommendation by last year’s judges regarding the poor
surface of the car park was not acted upon. The surface was very messy after
the recent rain and was starting to cut through creating potholes. The car park
was litter free.
62
6. Were signs throughout the site of good quality, well maintained, and
displaying up to date and relevant information?
Yes
Comments: Signage was good.
7. Were paths in good condition, clean, unobstructed and accessible to people
of different abilities?
Yes
Comments: Once into the park all footpaths were good and accessible to all
visitors.
8. Were any staff on site easily identifiable to the public, knowledgeable and approachable?
Yes
Comments: The member of staff spoken to by the judge was easily
recognised and answered the judge’s queries well.
9. Were facilities such as toilets, cafés etc. clean, well maintained
and open as advertised?
Yes
Comments: The only toilet in the park is a disabled one accessed by a
RADAR key.
63
10. Were buildings, structures and features such as walls fences etc in good
condition and free from graffiti?
Yes
Comments:
All buildings and structures were in good condition.
11. Was all children’s play equipment well maintained and clean?
No
Comments: The children’s play area is being re-furbished and the area was
fenced off. The play area had closed on 1st July and should have re-opened
on the 23rd July but on the day of the inspection it was some way of
completion. This was not good planning with the school holidays now on.
12. Were benches, bins etc. well located, clean and in good
condition?
Yes
Comments:
13. Was safety equipment present, fit for purpose and in good condition (if provided)?
N/A
Comments:
64
14. Was lighting, CCTV and other security measures in good condition (where provided and able to
be assessed)?
N/A
Comments: No lighting or CCTV cameras seen by the judge.
15. Did litter bins appear to be emptied regularly and was the site litter free?
Yes
Comments:
16. Was dog and other animal fouling adequately controlled?
Yes
Comments:
17. Were horticultural standards being maintained?
N/A
Comments:
65
18. Did trees appear to be safe and in good condition?
Yes
Comments: Although the young trees on the bank down to the lower football
pitches were in need of better support stakes.
19. Were features requiring or undergoing maintenance made safe with
appropriate signage?
Yes
Comments: The construction site for the new play area is well fence and
information notices fix to the fencing.
20. Did you feel safe during your visit?
Yes
Comments:
21. Was the site flying its Green Flag, and was the flag in good condition and recognisable and was
a certificate displayed?
No
Comments: The certificate was on display but not the flag. The groundsman
explained that the original flag was damaged when then flagpole had been
moved and the park did not receive a new one last year.
22. Did you obtain feedback from park users and/or staff?
Yes
Comments: A pair of golfers who used the course regularly were pleased with
the way it is maintained. A parent was not pleased with the length of time the
play park was closed for but she said the new equipment looked good.
66
23. Would you like to make any additional observations?
Yes
Comments: King George V Park offers a wide range of activities to visitors
of all ages. The park has some very good wildlife areas both around the trees
and in the amenity grassland. The problems with the car park surface needs
addressing because a parent with several children will not be pleased to have
several pairs of shoes climbing over the seats after they have walked over a
wet messy car park.
Overall is the Green Flag Award standard being maintained on the site?
Yes
If no please indicate the main areas that require action to achieve the standard.
Comments
67
APPENDIX 10
Postal address:
Telephone & Fax:
Web:
Mansfield District Council
Civic Centre
Chesterfield Road South
Mansfield
Nottinghamshire
NG19 7BH
Civic Centre
01623 463463
www.mansfield.gov.uk
Email:
Civic Centre fax
01623 463900
68
[email protected]