CABE Green Space Strategies

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Green space

strategiesa good practice guide


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Contents

Foreword

Introduction

1. What is a green space strategy?Scope

Aims and objectivesPolicies, proposals and action plan

Monitoring and review

2. Why prepare a green space strategy?Establishing a shared visionResponding to changing planning policyand guidance

3. What is involved in preparing a greenspace strategy?Stage 1: Preliminary activitiesStage 2: Information gathering and analysisStage 3: Drafting the strategy

Checklist: What is included in a green space strategy?

Annex 1 Key references Annex 2 Green space audit methodology Annex 3 Community involvement Annex 4 Useful contacts

CABE Space and its advisory role

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First published in 2004 by the Commission for Architecture and the Built Environment. Reprintedin 2006 by the Commission for Architecture andthe Built Environment

Designed by The Chase.

Printed by Spellman Walker on Starfineenvironmentally friendly paper.

All rights reserved. No part of this publication maybe reproduced, stored in a retrieval system, copiedor transmitted without the prior written consentof the publisher except that the material may bephotocopied for non-commercial purposes withoutpermission from the publisher. This document isavailable in alternative formats on request fromthe publisher.

CABE Space is a specialist unit within CABEthat aims to bring excellence to the design,management and maintenance of parks andpublic space in our towns and cities.

CABE1 Kemble StreetLondon WC2B 4AN

T 020 7070 6700F 020 7070 6777E [email protected] www.cabe.org.uk

This publication was printed prior to the Officeof the Deputy Prime Minister (ODPM) beingrebranded as Department of Communities andLocal Government (DCLG). All references toODPM should now be made to DCLG instead.

Front cover Courtesy of Simmons Aerofilms Ltd


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I am very pleased that, at last, there seems to bea real interest in improving England's impressivelylarge stock of urban parks and green spaces.Politicians, both national and local, are beginningto appreciate the value of these public places tothe well-being of people living in our towns andcities. They can see that their aim of encouraginginward investment, sustainable communities and

healthy lifestyles depends on high qualitygreenspaces, near to where most people live.No part of the public realm is so important tosuch a wide range of people; the park that providesa toddler's first taste of freedom should also bea welcoming place for the elderly to socialise.

It is claimed that around 2.5 billion visits are madeto public parks annually. Yet these precious placesare only a part of the tapestry of green spaceswoven into our urban fabric. Recreation grounds,riverside walks, play areas, cemeteries andallotments are part of this rich matrix. But manyof our parks and green spaces today are not

very welcoming. We have seen a significantreduction in the resources dedicated to maintainingsuch places, and a decline in their quality. Thechallenge for politicians, planners and managersis not simply to reverse the trend of the last thirtyyears but to reinvigorate parks and green spaceswith new features and facilities and with activityand community support that will put them at thecentre of an urban renaissance, as well as at thecentre of the life of communities. This cannot bedone without a plan.

There is growing evidence that those localauthorities that have published a comprehensivestrategy are better able to make progress towardsimproving their green assets than those thathave not. Not all strategies do all that they should,however, and getting them right, along withattracting political and popular support, is amajor piece of work.

I am delighted that CABE Space has attractedsome of the most knowledgeable and experiencedspecialists in this field to help develop strategicapproaches that incorporate the best currentpractice, not least in involving planners andlandscape managers in developing the localstandards for quality, quantity and accessibilitynow advocated in official planning guidance.Making the case for better parks and greenspaces has never been easy. It needs joined-upthinking to provide a platform for new partnershipsand initiatives and to gain political support.CABE Space, part of the Commission for

Architecture and the Built Environment, is carryingout its brief to champion parks and green spaces.I hope this guidance will help all those who shareour vision for making diverse, attractive andwell-managed networks of green spaces anintegral part of our urban environment and theway we choose to live.

Foreword

Alan Barber, CABE Commissioner


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What is a green space strategy?

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1 Process Agree a common language Stage 1: Preliminary activities

2 Purpose Agree what the strategy is for Stage 1: Preliminary activities

3 Current Reality Analyse the way things are now Stage 2: Information gatheringand analysis (assessing supplyand demand)

4 Future possibility Declare the way you wouldlike things to be

Stage 3: Drafting the strategy(vision, objectives and policies)

5 Drivers of change Identify the areas of activity thatwill deliver the future possibility

Stage 3: Drafting the stategy(action plan)

A green space strategy sets out an authoritysvision for using its green space and the goals itwants to achieve, plus the resources, methodsand time needed to meet these goals.

A green space strategy forms part of a suite of key council documents. It is a comprehensive,council-wide document, which should directlycontribute to delivering the councils corporateaims and objectives set out in the communitystrategy. Other more detailed strategies, such astree strategies and sports strategies, will feedinto the green space strategy. Strategies shouldbe succinct and easily digested but detailedenough to enable decision making, assessmentof plans, resource allocation and the setting of priorities. Useful principles for producingstrategies are set out by the Improvement andDevelopment Agency (IDeA) established byand for local government in 1999, seewww.idea-knowledge.gov.uk

A successful green space strategy should:

support national, regional and local policyobjectives;contribute to the wider objectives of the councilincluding improvements to the economy,housing, education, health, culture, planning,transport, regeneration, biodiversity, theenvironment and the public realm;be based on a clear assessment of the localcommunitys current and future needs andopportunities, and of design, managementand maintenance processes;support preparation of the local developmentframework by recording the location andcharacteristics of existing parks and greenspace, remedying any deficiencies and makingstrategic links between networks of spaces;establish an action plan that sets out design,management and maintenance principles, andan implementation programme that includesmonitoring and review procedures;

identify investment priorities to ensure thatcapital and revenue funds are allocated to meetperformance standards;provide the basis for forming partnerships duringthe preparation of the strategy and as part of

the long-term management and maintenanceof the parks and green spaces, recognisingthat there can be no one size fits all policy.

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IDeA step CABE Space stage

Figure 1. Steps todeveloping a greatstrategy

1 Fishing in Vondelpark, AmsterdamPhotography by Peter Neal

2 Cathedral Gardens,Millennium Quarter,ManchesterPhotography by Alan Barber


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Scope

Open SpaceStrategy

Playing PitchStrategy

Play Strategy Allotment Strategy Tree and WoodlandStrategy

Civic SpaceGreen Space

Strategy

It is vital to agree the scope of the strategy at theoutset. The focus of this document is green space.

The Governments planning policy guidance setsdefinitions foropenspace and clarifies the distinctionbetween green spaces and civic, or hard, spaces.

Planning Policy Guidance Note 17: Planning forOpen Space, Sport and Recreation (PPG17) 2

states that,

Open space should be taken to mean all open space of public value, including not just land, but also areas of water such as rivers, canals, lakes and reservoirs which offer important opportunities for sport and recreation and can

also act as a visual amenity.

It is important to define clearly what the greenspace strategy will cover and to understand thedistinction between a green space strategy and anopen space strategy. There are many examples of strategies with subtle yet significant differences intheir terms of reference. Some strategies focus

on core elements of green space, including parks,sports grounds and play areas. Others are morecomprehensive in their inclusion of other amenityareas, allotments, cemeteries and churchyards,woodlands and nature conservation areas. Openspace strategies will also include civic spaces andother public spaces in the urban realm. This is theapproach taken by the Greater London Authority(GLA) in their Guide to Preparing Open SpaceStrategies Best practice guidance.

PPG17 and the final report of the Urban GreenSpaces Taskforce 3 define the different types of green space and civic space that are common in

urban environments. The typology used inPPG17 is recommended to provide consistency.

A comprehensive green space strategy shouldtherefore include, as appropriate, the followingcategories of green spaces:

parks and public gardensnatural and semi-natural spaces ( includingwastelands and derelict open land)green corridorsoutdoor sports facilitiesamenity green spacesprovision for children and young peopleallotments, community gardens and city farmscemeteries, churchyards and other burialgroundsaccessible countryside in urban fringe areas.

Although some of these green spaces arecommonly covered by sub-strategies, such asallotment, play and sports strategies, it is goodpractice to reduce the number of strategies anddraw them together under one over-archinggreen space strategy.

The geographical extent of the strategy shouldalso be agreed at the outset. Ideally, the strategyshould be developed in collaboration withadjoining authorities and its remit should extendbeyond the local authority boundary to ensure ittakes in significant adjacent parks, green spacesand communities. This is particularly importantin more rural areas, where people may have totravel further to facilities. Consultation is importantto identify which spaces people use outside thestudy area.

2 Planning Policy Guidance Note 17: Open Space, Sport and Recreation.ODPM, July 2002 (www.odpm.gov.uk).

3 Green Spaces, Better Places. The final report of the Urban Green

Spaces Taskforce. DTLR, 2002 (www.odpm.gov.uk).

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Potential sub-strategies

Figure 2. Relationshipbetween open space andgreen space strategies

3 Rugby players at RiversidePark, Chester-le-Street(Green Flag Award winner)Photography byKevin Gibson

4 Cemeteries and otherburial grounds shouldbe included in acomprehensive greenspace strategyPhotography by Peter Neal

Figure 2. Relationshipbetween open space andgreen space strategies.


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Aims and objectives

A strategys broad aims and objectives are to:

generate political and inter-departmental supportfor parks and green spaces and establish clearlines of responsibility;develop a vision shared by politicians, officers,key partners, stakeholders and communities;define the value and role of parks and greenspaces in meeting corporate and community aims;create a comprehensive policy framework forthe protection, enhancement, accessibility anduse of parks and green spaces;make sure that green spaces enhance thequality and diversity of the environment, the lifeof local communities and promote civic prideand social inclusion;ensure that the green space network meetsthe needs of local people, now and in the future;provide a framework for resource allocation thatmaximises funding to support improvementsfrom internal revenue budgets and externalfunding opportunities;

create a framework for voluntary and communitygroups to participate in green space provisionand management.

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5 Allotments encouragehealthy lifestyles, theycontribute to the greenfabric of urban areas andare managed by local peoplePhotography by Peter Neal

6 Westerpark, AmsterdamBoth the passive and activerecreation needs of localpeople should be metPhotography by Peter Neal

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Policies, proposals and action plan

Monitoring and review

The strategy needs to be practical and deliverablewith clearly measurable targets and outcomes.It should include a statement of policies andrecommendations to shape the future planning,design, management and maintenance of parksand green spaces. The strategy should:

establish a framework for capital and revenueinvestment priorities and activities; andinclude an action plan, setting out an agreedprogramme of activity with identified deliveryagents.

The strategy must go through a full consultationprocess before completion and needs to beendorsed by the full council before publication.

The strategy must be kept up to date and continueto meet its aims, as well as fulfilling the councilscorporate objectives and local planning policies.

This means monitoring and reviewing it regularly.Updating the action plan annually in line with capitaland revenue spending plans is recommended,with a review of the entire strategy on a three- tofive-year cycle.

The strategy should:

set out monitoring and review procedures;define performance targets against which thestrategy and action plan will be monitored;relate to the councils Best Value review andthe preparation of service and delivery plans.

7 Green space shouldrespond to local culture.Mughal Gardens, ListerPark, Bradford (GreenFlag Award winner)Photography by Alan Barber

8 Vacant and disused spaceshould be considered ina comprehensive strategyPhotography by Peter Neal

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The high standard of the parks and openspaces in Bexley has been achieved by consistentstrategic planning, commitment by councilmembers, and prudent financial management.In addition, joined-up working, responsivenessto the community and a corporate belief in thesustainable development of the local naturalenvironment, contribute to the success.

Bexley Council has a clear and simple strategythat demonstrates leadership support and a clearvision of the role and benefits of green spaces,and how they could be improved. The vision issupported and shared by green space users, andis backed up with well thought out programmesand initiatives. The Parks Strategy has been in placefor three years and is linked to other strategiesincluding Local Agenda 21.

The strategic context for Bexley Councilsapproach to urban green spaces can also befound in its community strategy action plan,which outlines its corporate commitment underthe theme Caring for our environment.

It has strong consultation mechanisms, regularlyseeking and taking on board the publics views(users and non-users of parks).

9 Bexleys Parks Strategyidentified the need toimprove visitor attractionsand events. Hall PlaceGardens (Green Flag

Award winner)Courtesy of BexleyHeritage Trust

In preparing the Parks Strategy the Councilundertook a wide-ranging public consultationexercise between July and October 1998. As aconsequence the strategy emphasisedcommunity priorities:

keeping heritage landscapes;protecting wildlife;consultation and community involvement;tackling basic problems (litter, dog mess,and vandalism);improving visitor attractions, informationand events.

To keep in touch with users' concerns andinterests, the authority repeated the main surveywith the residents panel in Spring 2001, expandingon the original by including questions to assist inidentifying linkages that impact on quality of lifeissues and the use of outdoor sports facilities.

For many years Bexley Council has activelyencouraged and fostered friends and conservation

groups to help develop parks and open spacesand care for the local environment. It has alsodeveloped strong links with many public, privateand voluntary sector organisations.

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Beacon Council for ImprovingUrban Green Spaces

CASE STUDY LONDON BOROUGH OF BEXLEY 9


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Why prepare a green space strategy?

Good quality green spaces are an essentialelement of urban neighbourhoods and make aprofound contribution to the quality of life of communities. They offer many economic, socialand environmental benefits. Approaching theirplanning and management strategically willmaximise the value of capital investment andrevenue expenditure.

A green space strategy offers an opportunity toimprove parks and green spaces. Its benefitsinclude:

reinforcing local identity and enhancing thephysical character of an area, so shapingexisting and future developmentmaintaining the visual amenity and increasingthe attractiveness of a locality to create asense of civic pride

raising property values and aiding urbanregeneration and Neighbourhood Renewalboosting the economic potential of tourism,leisure and cultural activitiessecuring external funding and focusing capitaland revenue expenditure cost-effectively

providing a wide variety of cultural, social andcommunity facilities, including seasonalactivities such as fairs, festivals and concertsprotecting the historical, cultural andarchaeological heritageillustrating the contribution to health agendaseg. Reducing stress levels, by providing formaland informal recreational facilitiesproviding popular outdoor educational facilitiesfor schools and academic institutionsimproving physical and social inclusionincluding accessibility, particularly for young,disabled and older peopleoffering alternative routes for circulation,including networks for walking and cycling andsafer routes to schoolraising air quality and moderating extremes of temperature

protecting and enhancing levels of biodiversityand ecological habitatsproviding environmental infrastructure toimprove water quality and flood control.

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1 Well planned anddesigned activities foryoung people are essentialCourtesy of The Countryside

Agency/Doorstep Greens

2 The green gym; greenspaces provide a healthysetting for informal exercise.Bitts Park, Carlisle (GreenFlag Award winner)Photography by CharlesHedley, Sue Oliver andGill Burns

3 Green Flag Award holderWillen Lake Park, MiltonKeynes provides a fullyaccessible landscape forrecreation and wildlifeconservationPhotography by AnneRobinson


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Doncaster Councils Green Space Strategy hashelped attract millions of pounds of funding forthe towns green areas.

Before 2000 the towns various green spaceservice areas had suffered from heavy budget cuts,leading to a decline in the quality of provision anda reluctance to adopt and develop new greenspace, even in areas of deficiency. Doncaster wasnot unique in this respect; the Urban Parks ForumsPublic Parks Assessment 2001 identified this asnational problem.

In 2001, Doncaster Councils Best Value review of active recreation services, which included all greenspace services, found that cuts in excess of 1million, which represents more than 30 per cent,had been made to the budgets for the groundsmaintenance, countryside and landscape teams.

The audit results showed the service was belowan acceptable standard. Using the audit andpublic consultation results, the Best Value review

recommended extensive changes. The new approach to green space planningresulted in better local service delivery, the creationof Community First (matching the Governmentsagenda for Neighbourhood Renewal) and abudget increase of 850,000 thanks to theFundamental Expenditure Review.

As a deprived area, Doncaster has had access toextensive external funding. Before the strategy,however, the Council sought designated funding,such as City Challenge and SRB, in a reactive way.

Although substantial improvements were deliveredin these areas, many parts of the Boroughsgreen space remained deficient and neglectedand often improvements were not sustained in the

long term. A planned approach to green spaceallowed the authority to identify and fund priorityareas in need of new or improved green space.

To date, all priority projects have secured thefunding they need. Linking this with Section 106planning obligations, it is estimated that morethan 65 million will have been invested in greenspace provision and improvements by the Councilor its partners in the area during the five-yearimprovement plan period.

Making the case for funding

11CASE STUDY DONCASTER METROPOLITAN BOROUGH COUNCIL


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Establishing a shared vision

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4 Hands on planningsessions with keystakeholders contributeto creating a shared visionPhotography byNicole Collomb

For local authorities, communities and organisationsresponsible for large land holdings, there are clearpolitical and corporate advantages in preparinggreen space strategies. With the benefit of strongleadership, strategies can help to fulfil communitystrategies and enhance civic and social pride.

To create the shared vision central to any green

space strategy it is important to:secure senior support, with a political championat cabinet and chief officer level;work with the members of the Local StrategicPartnership to help meet their core objectives;form a cross-departmental partnership teamresponsible for preparing and thenimplementing the strategy;engage stakeholders during the strategysdevelopment and ensure ownership by thecouncil at the approval stage;integrate it with other corporate strategies,including health, education, culture, housing

and social inclusion;appreciate the potential of green space to helpmeet other strategic objectives;involve the community at each stage of strategypreparation and in the monitoring and reviews.

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A shared approach to strategic thinking

13CASE STUDY BRIDGNORTH DISTRICT COUNCIL

Bridgnorth Councils Open Spaces Strategy wasas much about process as product. The strategydevelopment process brought the followingbenefits:

All services met around a table for the first timeto discuss land management and strategicplanning resulting in a review of Section 106and land adoption procedures. The projectsteering group included planning (local planand development control), cultural services,countryside services, the GIS manager, anelected member, the works department, TheCounty Wildlife Trust and the County Council.

The strategy was linked to corporate thinking it informed work on ComprehensivePerformance Assessment (CPA) and Best Value.It also fed into the revision of the Local Plan andprovided the framework for new SupplementaryPlanning Guidance on green space.It raised awareness of the need for strategicthinking in the parish and town councils (the

major land managers in this rural district), bymeans of consultation, information disseminationand a workshop.It brought increased revenue funding for thecountryside service.

A key element was that the authority took apartnership approach to resourcing the strategy,appreciating the input that it needed to fit a shorttimescale, working alongside consultants.

This approach produced much greater ownershipof the end result.

5 Involving a wide range ofstakeholders createsownership of the strategyCourtesy of BridgnorthDistrict Council

6 Castle Gardens, BridgnorthCourtesy of BridgnorthDistrict Council

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Responding to changing planningpolicy and guidance

Beacon Councils Principles for QualityParks Services Delivery

The following principles underpin the parks andgreen spaces services of councils that gainedBeacon Council status for this theme.

Commitment to address the needs of allsections of the community including the young,

older people, disabled people and otherdisadvantaged groups and targeting areasof deficiency and social exclusion.

Strategies for identifying and achievingimprovements to local green spaces. Theseare linked to corporate objectives and broaderstrategies and priorities such as communitystrategies, sustainable development plans,regeneration and planning.

A consultative approach, working in closepartnership with local people, local business andnational partners to develop and implementprojects for improving urban green spaces.

Imaginative approaches to planning, designingand creating urban green spaces as well asattracting funding.

A focus on improving management andmaintenance to tackle issues such as crime andsafety, dog fouling, litter, vandalism and graffiti,by using sustainable management techniquesand materials, tree planting and soil management.

Clear and measurable standards andmechanisms for continuous monitoring andreview of service delivery.

Government guidance is increasingly focusing oninterdisciplinary urban issues underpinned by astrategic approach to the provision of urbangreen space.

Towards an Urban Renaissance , the final reportof the Urban Taskforce in 1999, 4 recommends astrategic approach to providing open space,which covers provision, design, management,funding and maintenance. Our Towns and Cities ,the Governments Urban White Paper, publishedin 2000 5, acknowledges that well-managed publicopen spaces are vital to enhancing the qualityof urban environments and the quality of our lives

and identifies the need for a strategic approach tothe management and improvement of the localenvironment to deliver an urban renaissance.

The Public Parks Assessment 6 identifies thatpark authorities who operate a strategy are by farthe most successful at ensuring that good park stocks continue to improve. The BiodiversityStrategy for England also recognises the potentialfor green spaces to enhance quality of life throughcontact with nature close to where people live. 7

The Beacon Council scheme 8 identifies excellenceand innovation in local government. The schemeexists to share good practice so that Best Valueauthorities can learn from each other and deliverhigh-quality services to all. Round Three theme,Improving Urban Green Spaces, highlighted theneed for green space strategies.

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4. Routledge for DETR, June 1999, p. 59.5. Our Towns and Cities: The future, Urban White Paper. DETR,

November 2000, pp. 74 and 67.6. Urban Parks Forum, May 2001, p. 83 (www.hlf.org.uk).7. Working with the Grain of Nature: A biodiversity strategy for England.

DEFRA, October 2003, p. 58.8. www.idea.gov .uk.

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National planning guidance sets out clearexpectations for local authorities to take astrategic approach to green space:

PPG1: General Policies and Principles 9 seeksan integrated approach to the provision of green space within the planning system.In preparing their development plans, it states,local planning authorities should consider theland-use requirements of various types of social provision, which includes the effectiveuse of land within urban areas whilstprotecting open space, playing fields andgreen spaces in cities and towns. (paragraph24) PPG1 will be superseded by PlanningPolicy Statement 1: Creating SustainableCommunities in 2004.

PPG3: Housing 10 argues for a more sustainableapproach to residential development, attachingparticular importance to the 'greening' of residential environments. Greening initiativescan enhance quality, assist the permeability of land for storm drainage and contribute tobiodiversity (paragraph 52).

PPG9: Nature Conservation 11 promotes theconservation of biodiversity and naturalfeatures, both in towns and cities and in thewider countryside. It requires local planningauthorities to prepare policies for the protectionof species and habitats through a network of sites (paragraph 15) and to encouragelandscaping measures to enhance biodiversityon new or existing green spaces, includingbrownfield land (paragraph 19). PPG9 isundergoing a review at the end of 2004 totake account of recent legislation.

PPG17: Planning for Open Space, Sport andRecreation states that local authorities shouldundertake robust assessments of the existingand future needs of their communities foropen space, sports and recreational facilities(paragraph 1). Importantly, this should beundertaken in advance of any proposals tobuild on or over open space, to demonstratethat they are surplus to requirements. Thisassessment should consider all the possiblefunctions of open space (paragraph 10).

The Companion Guide to PPG17 12 sets outways that local authorities can undertake localassessments and audits of green space.Included in its guiding principles for assessmentis the need to define the extent to which openspaces meet clearly identified local needs andthe wider benefits they generate for people,wildlife, biodiversity and the wider environment

(paragraph 2.1).Regional Planning Guidance, outlined inPPG11, 13 sets out policies that affect the work of a number of local authorities by coordinatingdevelopment across a specific region.

Authorities should establish regional targets,where appropriate, for strategic green openspaces in the urban areas (paragraph 10.2).

And, for this urban renaissance to be realisedthere will need to be adequate provision of suitable open and other green spaces,particularly in areas of high housing density(paragraph 2.36).

Changes to the development plan process to beintroduced under the Planning and CompulsoryPurchase Bill include a requirement for thepreparation of a local development framework withincreasing emphasis on delivering sustainabledevelopment. Planning Policy Guidance notesare set to become Planning Policy Statementsas part of these changes.

The local development framework will guide thedelivery of the spatial planning strategy for thearea. It should build on policies set out nationallyand regionally, taking into account local needsand variations. Green space strategies shouldcontribute to the development plan documentsand should become important supplementaryplanning documents within this process.

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9. Planning Policy Guidance Note 1: General Policies and Principles.ODPM, August 2001 (www.odpm.gov.uk).

10. Planning Policy Guidance Note 3: Housing. ODPM, March 2000(www.odpm.gov.uk).

11. Planning Policy Guidance Note 9: Nature Conservation. DoE, 1994(www.odpm.gov.uk).

12. Assessing Needs and Opportunities: A Companion Guide to PlanningPolicy Guidance Note 17. ODPM, September 2002(www.odpm.gov.uk).

13. Planning Policy Guidance Note 11: Regional Planning. ODPM,October 2000 (www.odpm.gov.uk).

7 Green space should beintegrated within housingareas to provide importantcontact with nature forresidentsPhotography by Peter Neal

8 PPG17 assessmentsshould include flexiblesports facilities such asmulti-use games areas.East Wickham Open Space.(Green Flag Award winner)Photography by AlisonLeyshon

9 Linking green spacesinto a network promotesbiodiversity providingmovement corridors forboth people and wildlife.Trafford Ecology Park.(Green Flag Award winner)Courtesy of Groundwork

and Lindsey Howard


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The Thames Gateway Green Space Strategy,published by the Office of the Deputy PrimeMinister in 2004, is a statement of intent outlininga high-level approach to the environment inwhich the more detailed sub-regional and localstrategies and action plans for the ThamesGateway should fit. It provides a clear indicationof the way in which greening the Gateway can

help in delivering sustainable communities. It setsout the Governments vision for the landscapeof the Thames Gateway and the positivecontribution that the network of green openspaces should make to the quality of life for allthose who live and work there.

The document promotes the role of an

environmental infrastructure to contribute to theanticipated growth in the Gateway region. It setsthe functional attributes including: shelter, a settingfor development, landscape character, heritage,improved air quality, water resource management,waste management, accessible wildlife, increasedbiodiversity, recreation, health and fitness, socialinclusion, education, training, employment and

green routes.It also establishes core principles for futuredevelopment of advanced planning, knowledgeand understanding, inclusiveness and integration,local character and distinctiveness, protection of designated sites, habitat creation, dynamiclandscape change and community involvement.

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10 Local landscapecharacter as foundin the Thames Gateway,should contribute to afunctional and cohesivegreen infrastructure withinwhich new development

can be locatedPhotography Peter Neal

Creating sustainable communities:greening the gateway

CASE STUDY THAMES STRATEGIC EXECUTIVE


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Review and Sign-Off

Review and Sign-Off

Review and Sign-Off

Stage 1: Preliminary activities Outputs Timescale

Secure political supportEstablish a strategy groupEstablish arrangements for cross-boundaryworkingIdentify links with other council strategiesReview previous work/existing dataDefine a preliminary visionPrepare a strategy framework reportDefine the scope of works and programmeIdentify resources

Appointment of consultants

Preliminary visionPrepare a strategyframework reportScope of work/brief

2-4 Months

Stage 2: Information gathering and analysis Outputs Timescale

Review national, regional and local policy Analyse demographic characteristics of the areaEstablish landscape/townscape/visual andecological characteristics of the strategy area

Establish the spatial planning context of parksand green space

Assessment of supply including site audits andassessments

Assessment of needs and demand includingconsultationIdentify local standardsDefinition of prioritiesIdentify skills

Area profileSite auditsDemand analysisLocal standards

Priority projects

6-8 Months

Stage 3: Strategy production Outputs Timescale

Update preliminary vision statementPrepare green space framework planPrepare draft policiesPreparation of action planConsultation of draft strategyFinalise the strategy

Framework planDraft strategy/ implementation planFinal strategy

6-8 Months

There are three broad stages in drawing upa strategy:

Stage 1: Preliminary activities These providea foundation for the preparation of asuccessful strategy and investment inthese will pay dividends later.

Stage 2: Information gathering and analysis

This work is essential to provide theobjective and subjective data necessaryto make informed judgments andagree priorities.

Stage 3: Strategy production This involvespreparing a consultation draft and afinal strategy drawing on consultationresponses, and gaining adoption bythe council.

What is involved in preparing agreen space strategy?

Figure 3. The Process

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CommunityStrategy

DevelopmentPlan

Figure 4.Relationship withcorporate strategiesHousing and Regeneration Strategy

Health Strategy

Cultural Strategy

Education Strategy

Green Space Strategy

Community Safety Strategy

Sustainable Development Strategy

LA21 Strategy

Biodiversity Strategy

Define a preliminary vision At the start of the preparation of the strategy,a set of aims and objectives must be drawn up,along with a preliminary vision for parks andgreen spaces. The value of a focused visionstatement is that it can define a collectivelyagreed long-term outcome that meets social,economic and environmental wishes, takinginto account the physical characteristics of anarea and its future potential.

A typical vision statement will commit anauthority to maintaining:

A network of high quality spaces which enhancequality of life, build on and respect the best elements of the past, support sustainability

and ecology, meet the needs of residents and visitors, engender local pride, make the best use of land and help to boost land values.

The preliminary vision should include anoverview of the current provision and key issuesaffecting parks and green spaces. A workshopfor members, officers, key partners andstakeholders, informing the preparation of astrategy framework report, could be beneficial.

Those involved should be reminded that this is

preliminary work and that the findings willdevelop during the more detailed phases of the strategys preparation.

Sample Vision Statements

The London Borough of Southwarks vision forits open space aims:

To develop the extent and quality of public open space in Southwark, in order to accelerate regeneration, encourage social inclusion, improve community health, enhance biodiversity, provide educational opportunities, and enhancethe quality of life of those people who live, work

and visit the Borough.

A vision for Newcastles green spaces,developed by the citys consultative forum states:

Newcastles green spaces belong to local people. They should be cherished, accessible, safe and clean managed for the future and there for everyone to enjoy.

The London Borough of Barking andDagenhams vision, prepared in May 2003, says:

By 2020 we will provide a well-connected system of attractive parks and green spaces that are managed and maintained to satisfy thediverse needs of all members of our communities, provide the context for continuingdevelopment and contribute to our social,environmental and economic well-being.

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Prepare a strategy framework report The strategy working group should agree thedevelopment and production process and thescope of the final strategy. These should beoutlined in a framework report, which should:

Define the scope of works and programmeIt is important to agree a scope of works andprogramme for the strategys preparation andhave it approved by council members. Theprogramme will set out tasks and securecommitment to the resources and timescale.

The strategy will normally take 12-18 monthsto prepare, depending on resource availabilityand how far the scope of work dovetails withother initiatives and Best Value exercises. Theworking group should report progress tomembers regularly and raise any issues thatneed corporate review and decisions.

Identify resource needs The working group needs to detail the financialresources, staff time and skills required to carryout the strategy. It may be possible to secureexternal funding for specific activities; forexample, regeneration funds may contributeto area-based audit and consultation exercises.It is important to consider the availability of

in-house skills and knowledge at the outsetand identify any gaps. A joint approach withrelevant service departments may help inmeeting any skills shortfall. For example, theplanning department may be able to contributeGeographical Information System (GIS) mappingskills and demographic analysis, while directservices may be able to outline practical issuesthat will need to be considered within theaction plan.

Skills needed to produce a comprehensivegreen space strategy may include:

project managementurban design and planninglandscape architectureecology and conservationpublic consultationfinancial managementlandscape management.

Consider appointing consultantsIt is worth considering a combination of in-houseresources and consultants as this can helpshorten timescales, enhance internal skills andcontribute an external view to the process.Consultants may be appointed to undertakesignificant or discrete tasks set out in the strategyframework, but should form an integrated partof the strategy group to ensure that a localknowledge base and wider expertise are sharedopenly across the entire team.

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3 Public consultation shouldbe handled by staff with theright skills and experienceCourtesy of The Countryside



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This second stage of preparing the strategyinvolves information gathering and analysis, inline with the requirements of PPG17. The mosteffective way to collate this information is via ageographic information system (GIS), which isa particularly useful tool for recording informationand analysing data having layers of commonreference. Data sets should include:

national, regional and local policy context;demographic profile of the population and itsdistribution;landscape/townscape/visual characteristics of the area;ecological resources including designations;heritage resources including designations;spatial planning context including majordevelopment and regeneration initiatives andpublic transport/cycle/pedestrian networks;supply of parks and green space, includingaccessibility, quantity and quality;demand for parks and green space;

existing levels of capital and revenue expenditureallocated to specific green spaces.

This data will help to set local standards for thetype, location, quantity, quality and accessibilityof parks and green spaces, to identify gaps inprovision and to define priorities for investment.

Information should be gathered and compiled inline with emerging national objectives for datacompatibility as well as matching any in-houseadopted formats. Further advice on theapplication of GIS is provided in section 10.3 of the PPG17 Companion Guide.

The information gathering stage of the work should draw together the following elements.

National, regional and local policyDo a review of national, regional and localplanning objectives in order to demonstratepotential links between these and othercorporate strategies and initiatives addressing,for example, the economy, health, educationand the environment.

21

Stage 2: Information gatheringand analysis

4 The green space ofGreenwich in Londonincludes a designatedWorld Heritage siteCourtesy of Simmons

Aerofilms Ltd

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Demographic profileProduce a demographic profile of thecommunities in the strategy area, ward byward, based on the 2001 Census. The profileshould include the following information:

population and age structurepercentage of children, retired, people withdisabilitiesethnicitypercentage of people (or households)without carspercentage of people without gardensdeprivation indices

If the authority does not hold full populationand socio-economic statistics, they areavailable from National Statistics Online atwww.statistics.gov.uk

Landscape/townscape/visual characteristicsList what is distinctive about the strategy area,based on an understanding of its historicdevelopment and areas or features of historicsignificance, defining its character andidentifying areas for protection orenhancement. Note any potential for thecreation of new character areas. One methodof identifying the character and assessing thequalities of place is the Placecheck approach.Developed by the Urban Design Alliance(UDAL), it helps identify improvements neededin an area and focuses people on workingtogether to achieve them. This is an effectiveway to empower local residents to make adifference to their environment. Information on

Placecheck can be found atwww.udal.org.uk/placecheck.htm

0 - 0.4

0.4 - 0.8

0.8 - 1.2

1.2 - 1.6

1.6 - 2

2 - 2.4

2.4 -2.8

2.8 and above

Unrestricted

Limited

Restricted

Access Category

Ha of public open spaceper 1000 people

Linear Features

Key

LB Southwark Areas

Map 1. London Boroughof Southwark, open spacestrategy, open space per1000 population

This plan producedin a Geographic InformationSystem clearly illustratesareas of high and lowopen space provisionCourtesy of Scott Wilson

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23CASE STUDY LONDON BOROUGH OF BARKING AND DAGENHAM

The Borough began the Strategy by preparing ascoping study that drew together existing data inthe Borough and identified users needs andaspirations. This document was used to justifyfunding for the preparation of the Strategy andfor employing consultants.

The Strategy is one of the first of a new breedof parks and green space strategies in scope,process, content and approach. It re-establishedthe links between borough-wide spatial planningfor green spaces and the delivery of physicalimprovements, thanks to a broad, cross-departmental approach combining planning,design, development, delivery, management,maintenance and funding of parks and greenspaces. It includes:

a review of the national, regional and localpolicy context, and of management andfunding options;a landscape framework plan with a parks andgreen space development plan;a quality audit of parks and green space;a vision statement;strategic goals;an implementation and delivery strategy; andmonitoring and review procedures.

The landscape framework plan enables park andgreen space issues to be handled strategically atthe planning level through to the detailed level of green space management. It is intended toencourage a transformation of the overallenvironmental quality - the 'greening' - of theBorough, by connecting the network of parksand green spaces, river corridors, woodland andtree lined streets, closely associated with acomprehensive footpath and cycle network.

Map 2. London Borough ofBarking and Dagenham Parksand Green Spaces Strategy

Proposed outline landscapeframework and parks and greenspaces development strategyCourtesy of LandscapeDesign Associates(Based upon the OrdnanceSurvey map with the per missionof the controller of H.M.S.O. Crown Copyright. Reproduced under Licence No. 189189)

Existing Parks andGreen Spaces

Existing Woodland

Proposed Woodland

Existing Tree LinedStreets

Proposed TreeLined Streets

Existing Cycle Routes

Proposed Cycle Routes

AdditionalRecommendedCycle Routes

Existing Wildlife Corridor

Proposed WildlifeCorridor

Proposed RiversideWalk

London Borough of Barking and DegenhamBoundary

Proposed Local Park inDeficient Areas

Proposed Foot andCycle Bridge

Key

Landscape character assessment


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Supply of parks and green space A desk-top study will provide a useful startingpoint for understanding the provision of parksand green space. Document the type, sizeand distribution of existing parks and greenspace using the recommendations of PPG17as a starting point (Annex D of PPG17 givesaudit guidelines), and pick out areas of deficiency

and poor accessibility. This analysis shouldhelp set local standards.

A site-based qualitative evaluation of existingparks and green space should also be carriedout using a tailor-made assessment proforma.

The amount of information collected will bedependent on timescale and the resourcesavailable. It is important to define an appropriatecontent and level of detail for these audits toensure that data collection is not unnecessarilydetailed or time-consuming. It may be usefulto test the audit methodology in a pilot areabefore proceeding across the entire strategy

area. As a minimum, audits should includeinformation on size, facilities, quality, function(recreational and non-recreational), levels of use and accessibility.

Annex 2 provides further information on auditmethodology and content.

Many councils will have carried out ecologicalsite audits to meet the requirements of PPG9,to identify non-statutory sites of natureconservation interest to complement the nationalnetwork of designated sites. This informationmay be incorporated into the wider greenspace audit.

Final results should be published in bothbar-chart form and GIS map format for ease of understanding and use.

If the authority does not have up-to-datesub-strategies for sports or play, audits of thesefacilities are also needed. Playing fields andsports facilities audits should be carried outwith reference to PPG17 and Sport Englandguidelines. 14 This process must identify areasof under- and over-supply and the quality of facilities, along with current and predicteddemand.

Ecological resourcesRecord biodiversity and ecological characteristicsand identify areas for protection or enhancementand the creation of new areas of biodiversity.Habitats, species and sites of nature conservationimportance are well-documented for most areasand should be available from local BiologicalRecord Centres and/or Wildlife Trusts. These datasets should be integral to the local biodiversityaction plan (LBAP). Initial guidance on theavailability of LBAPs can be obtained from theUK Biodiversity Partnership at

www.ukbap.org.uk

Spatial planning contextPrepare a land cover plan, preferably in GIS,with information on existing and proposed landuses including river corridors, lakes, ponds,wetlands, grasslands, woodlands in public and/ or private ownership and human use featuressuch as agricultural land, recreational land,residential, employment and industrial areas,roads, footpaths and cycle ways, as well askey development sites and regeneration areas.

The green space typology contained in PPG17is recommended and will ensure consistencywith the Governments work to developgeneralised land use data. ODPM can supplyinformation on the National Land Use Database,details of which can be found at www.nlud.org.uk

5

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Demand for parks and green spacePublic consultation to assess demand for parksand green space should be planned carefully.It should provide an overview of public attitudesto inform the strategy and give a baseline forperformance measurement. The consultationprocess should also be seen as part of a widerprocess of community involvement in green

space regeneration. The consultation plan should start with a reviewof any previous consultation and existingconsultative mechanisms, such as residentspanels, user groups and Local StrategicPartnerships. This will aid decisions on effectiveconsultation techniques and timing, and helpfocus consultation on key issues or areas.Consultation must include those who do notcurrently use parks and green spaces, andthose who may be hard to reach throughusual feedback methods, such as older people,young people, people with disabilities and

ethnic minority groups.Where there is little baseline data aboutcommunity attitudes to green space issues,it may be cost- and time-effective to addquestions on parks and green space to currentlyprogrammed surveys such as those used bycouncils to help set budget priorities.

Alternatively, a more focused approach couldbe to commission a green space survey bytelephone or through the local press.

More qualitative methods, such as focus groupsor workshops, will help to explore issues inmore detail. Whatever consultation methodsare used, it is important to include informationabout what will happen next and how peoplecan continue to be involved. There is moreguidance on community involvement in Annex 3.

Existing funding and management regimes The strategy process provides an opportunityto review existing funding and managementregimes.

Current internal and external funding shouldbe assessed. Levels and distribution of existingrevenue and capital expenditure should beidentified across the strategy area. It is alsoimportant to identify potential new or alternativefunding sources including developer contributionsfrom Section 106 agreements. Annex 4 listspotential funding organisations.

5 Wildlife and formal parksneed not be mutuallyexclusive; water featuresin particular, will attract avariety of wildlife, even inmore formal settingsPhotography by Peter Neal

6 Green Pennant Awardwinner Old BakehouseMillennium Green,Morpeth: Communityinvolvement at an earlystage in strategy planningwill help ensure policiesmeet the users needsPhotography by JimSoames, Brian Harle and Bridget Gubbins

7 Consultation should beinclusive and engage adiverse range of usersCourtesy of The Countryside


7

Individual site management plans are essentialfor major parks and green spaces and thestrategy should identify which sites havededicated plans and which will need them inthe future. The procurement process for groundsmaintenance contracts should also be reviewedalongside specific management activities.

The CABE Space publication Green space

management plans a good practice guidewill assist the process.

Whenthe information-gathering stageis complete,the next step is to analyse the data. The analysisstage should include the following elements.

14. Towards a Level Playing Field: A guide to the production ofplaying field strategies. Sport England, 2002 (www.sportengland.org).

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8 Brinnington Park,Stockport (Green Flag

Award winner), providesa wide range of facilitiesthat respond to localneeds, particularly thoseof young peopleCourtesy of Stockport Metropolitan BoroughCouncil

CASE STUDY STOCKPORT METROPOLITAN BOROUGH COUNCIL

8

Stockport Councils Valuing Green SpaceStrategy recognises that in order for green spacemanagement to develop and be responsive topeoples current and future needs, there must beinvolvement and support from the community.

The Valuing Green Space Strategy sets downthe authoritys commitment to extensiveconsultation with customers, community actionplanning and the building of effectivepartnerships with communities.

Stockports Parks and Recreation Service has adedicated community development team whoserole is to develop and support local involvementin green space management. The team links upwith over thirty friends groups, numerous groupsof young people and the Stockport Communitiesin Green Space Forum.

All of these groups have proven that partnershipswith the community promote benefits such asincreased ownership and sustainability, a more

positive use of green space, enhanced facilitiesand services, attraction of funding and resources,and continuous improvement of green spaceand its management.

The Valuing Green Space Strategys focus oncommunity involvement does not only inform thecommunity development teams work. It has alsopromoted a community development approachin all functions of service delivery. A key exampleof this was the realignment of the Parks andRecreation Service with the Grounds Maintenanceoperations to form a dedicated managementstructure for parks and open spaces. This has

created area-based teams to manage and maintaingreen space that provide direct assistance tousers, both individuals and groups.

The impact of community involvement


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Map 3. WakefieldMetropolitan District Council:Natural areas greater than2 hectares with a 500metre catchment

Geographic InformationSystems can clearlyidentify accessibility togreen space in relationto population densityCourtesy of Wakefield

Metropolitan DistrictCouncil Parks and PublicRealm Section

Setting local standardsLocal standards should be set for quantity, qualityand accessibility of green space, based ondemographic data, and from the assessmentof supply and demand. Standards will serve asa yardstick, as a basis for benchmarking andto assess the need for on-site green spaceprovision in a proposed development (usually

achieved using a planning condition) or the needfor a developer to contribute to the provisionor enhancement of off-site spaces or facilities(usually achieved through a Section 106agreement). Local standards can also be usedto highlight deficiencies in quality and quantityand to help forecast future needs and priorities.

Quantity standards These are used to assess the amount of greenspace needed in an area. Local standards forquantity can be measured against, but maynot match, national guidance. This includes:the National Playing Field Associations (NPFA)

Six Acre Standard for active sport andrecreation; Sport Englands Towards a LevelPlaying Field methodology that assessespotential playing-pitch demand; and EnglishNatures ANGSt model for defining standardsfor accessible natural green space.

Quality standards These determine, as objectively as possible,whether existing green spaces need improving.

They are aspirational for existing provision andrequirements for new provision. A nationalmeasure of quality in parks and open spacesis provided by the Green Flag Award scheme.Councils are strongly recommended to manage

all of their parks and green spaces in accordancewith the Green Flag standard, as outlined inRaising the Standard, the guide to the GreenFlag Award scheme (updated 2004) availableat www.greenflagaward.org.uk

Best Value Performance Indicator 199(BV199) provides a recognised methodologyfor assessing standards of maintenance andcleanliness. Details at www.leq-bvpi.com

Accessibility standards These are locally defined distance thresholds,used to set the catchment area for each typeof green space. The London Planning AdvisoryCommittees (LPAC) Open Space Hierarchy of park provision sets distance thresholds fordefined green space types, and these shouldbe adapted to fit the local context outsideLondon. Public consultation should informlocal standards, to ensure local validity.

Detailed advice on applying provision standardsand assessing values is set out in the PPG17Companion Guide (chapters 7 and 10).

550

500

450

400

350

300

250

200

150

100

50

0

Key

Population per 200m square


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High quality / low value

Policies should aim to:

1. enhance the value of thecurrent main use (primarypurpose) of the green space

2. consider whether a differentmain use of the green spacemight increase its value

3. consider a complete changeof use if 1 and 2 are impossible

Low quality / low value


1. enhance the quality of the greenspace provided it is possiblealso to enhance the value

2. consider the space 'surplusto requirements' in terms of itscurrent use if value cannot beimproved. Consider alternativeuses

Low quality / high value


1. enhance the quality of the greenspace and seek to protect itthrough the planning system

High quality / high value

The ideal for all green spaces;the planning system should seek to protect them

Low High

High

Establishing priorities Analysis of all the data should lead to prioritysetting, including improving existing greenspaces, providing new spaces and schedulinginvestment in parks and green spaces. A bespoke scoring system will help identify therequirements and opportunities to improveexisting spaces. The priorities will be driven

partly by political imperatives, corporateobjectives set in other strategies, availabilityand allocation of funding, community needs,and development and regenerationopportunities. The value of each space is alsoan important consideration in setting priorities.

Value The value of green space can be assessed byconsidering the site context, the level and typeof use and the wider benefits the spaceprovides. An assessment of value in relation toquality, quantity and accessibility helps setpriorities for improvement, protection ordisposal of green space. A site with high value

but of low quality, for instance, could becomea priority for improvement and one with highvalue and high quality should be protected.However, a site of low value and quality withpoor accessibility may be best considered foranother purpose.

Figure 5. Quality and valueassessment. Green spacescan be evaluated to fall within,or somewhere in between,the 4 categories. For eachcategory, policy options arelisted. The arrows show theideal direction to bring aboutpositive change, (adapted fromdiagram in Chapter 10, 10.27 PPG17 Companion Guide)

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9 Improvements in greenspace management willrequire a mix of skills.Environmental education,event planning and publicrelations may be neededto fully realise the potentialof these assets. OgdenWater, Calderdale.(Green Flag Award winner)Courtesy of CalderdaleCouncil

10 Tree and woodlandmanagement requireparticular specialist skills.Epping Forest. (GreenFlag Award winner)Photography by David Woodfall & Clive Totman

10

Identifying skills The strategys aims can be met only with goodmanagement and sufficient staffing with the rightmix of skills. The strategy process provides anopportunity to assess human resources andidentify any skills gaps. The skills needed toimplement the strategy action plan may include:

parks management (including generalmanagement skills such as staff management, strategic thinking and anunderstanding of the political and policycontext);grounds maintenance and horticulture;landscape architecture and planning;landscape management;contract and project management;financial administration and accounting;countryside management;asset and facilities management;public relations, marketing and eventsmanagement;

community liaison and support;nature conservation;tree and woodland management;play, sport and recreation management;IT skills including website development.9


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Stage 3: Drafting the strategy

This third stage in the preparation of a green spacestrategy involves pulling together the findings of the previous two stages and drawing up a draftstrategy for public and stakeholder consultation.

This will lead to the final version of the strategythat will be adopted by the council.

The final strategy should be concise, written inplain English and supported by detailed informationin the form of annexes where appropriate.

The text should be inspirational and lead with acomprehensive understanding of green spaceissues and opportunities. It should clearly makethe case for investment, stating how it will enhancelocal identity, respect historic context and setdefined policy objectives and implementationtargets. In short, the strategy should be both apolicy and an action document.

The drafting stage will update the preliminary vision,identify links with corporate objectives and includea landscape framework plan. Key recommendationsfor the development, management, maintenanceand funding of parks and green space shouldfollow and be supported by a detailed actionplan and programme. This stage comprises thefollowing tasks.

Update the preliminary vision statement The preliminary vision statement should berevised to reflect the information and analysescarried out to date. It should set the mainaspirations and intended outcomes of theentire strategy.

Prepare the framework plan

The vision statement should be developed intoa framework plan that draws together the keythemes of the strategy. This provides a spatialoverview of the vision and proposals and providesa direct point of reference to the developmentplanning process. The main framework planmay include the following information:

existing parks and green space (by type)proposed new parks and green space(by type)existing and proposed play areas andsports facilitieskey pedestrian and cycle links

main wildlife corridorslandscape character and qualityrelevant planning designations and initiativesareas of environmental infrastructure (suchas flood storage, bio-mass production andbio-remediation).

The framework plan may need to be backedup by more detailed area-based proposalslinked to the action plan. Green space

management plans a good practice guideis available from CABE Space atwww.cabe.org.uk

Draft aims, objectives and policies The strategy should lead with a set ofover-arching aims, which are then translatedinto a series of realistic objectives and policies,setting the context for the long-term achievementof the strategy. These objectives should beconcise, provide a clear focus for the actionplan, and mesh with the objectives of othercorporate plans and strategies.

11

Key green routes andlinked open spaces

Major roads

Ward boundaries

City centre

Key

Map 4. Newcastle CityCouncil, proposed linkedopen spaces plan forNewcastle

Newcastles Parks and GreenSpace Strategy includes aplan for linking open spacesacross the city through anetwork of green routesCourtsey of Green Space

Strategy Team, NewcastleCity Council

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Prepare an action plan The action plan describes in detail the steps,personnel and timescale for achieving thestrategys aims. It should relate directly to theBest Value review process and to service deliveryplans. An action plan can take the form of atable, and should include as a minimum:

actionsby whomby whenestimated cost (capital and revenue)funding sources (secured and unsecured)performance indicators.

Individual actions may need to be expandedinto more detailed, site-specific activities.

Specify monitoring and review procedures The strategys implementation will need to bemonitored to assess whether its objectives arebeing met or if it needs updating ascircumstanceschange. The action plan should be reviewedannually and the strategy should be reviewedagainst corporate policy, performance criteriaand targets every three to five years. The AuditCommission sets national performance indicatorsfor green space, see www.audit-commission.gov.uk . These should be supplemented withtailor-made local performance indicators, suchas measuring levels of use and user satisfactionwith green spaces. The Green Flag Awardcriteria can be applied as a measure of quality,with a space achieving the Award providing agood benchmark for other sites. In using thisnational standard as a local performance

indicator, improvements can be prioritisedacross the network of green space.

Consult on the draft A consultation exercise is needed to ensurethat the strategy has the full support of members, officers and the community. Thisshould obviously include statutory consulteesand organisations involved in parks and greenspace issues, such as Sport England, theEnvironment Agency, English Nature, EnglishHeritage, the Countryside Agency, but also:

adjacent authorities;

user groups (including friends groups,sports clubs etc);voluntary organisations;community groups;schools;businesses;the general public.

This exercise commonly uses questionnaires,public displays and focus groups. It may beworth setting up a permanent consultativenetwork that can continue monitoring thelong-term implementation of the strategy.See Annex 3 for information about communityconsultation.

Finalise the strategy The results of the consultation will inform thefinal amendments to the strategy, which isthen ready for adoption by the council. Thelaunch of the final strategy should be wellpublicised and the document made availableas widely as possible.

Once adopted, the strategy should becomethe reference point for all the councilsdecisions in relation to the design, development,management, maintenance and funding of parks and green spaces. The strategy shouldalso be considered as part of wider strategic

planning, development and service deliveryactivities. Policies relating to developmentplanning should be incorporated into statutorydevelopment plan documents and the strategyadopted as supplementary planning guidance.

11 Green space strategiescan make a significantcontribution to urbanrenaissancePhotography by EDAW/ Dixi Carillo

12 The action plan shouldidentify historic elementsthat should be restoredPhotography by Peter Neal

13 Measuring levels of useby different age groupsover time can be a goodindicator of improvementPhotography by Peter Neal

12

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Sheffield Council's long-term Parks RegenerationStrategy was first published in 1993. It was jointlycommissioned by the City Council and SheffieldWildlife Trust.

The strategy proposed major changes in the wayparks and green spaces are managed. Itheralded a shift in the thinking behind the deliveryof a parks and green space service.

The key policy recommendations of the SheffieldParks Regeneration Strategy were updated in1999 following city-wide consultation.

In summary, the Sheffield Parks RegenerationStrategy policy priorities are:

working in partnership with others to raisethe profile of public parks and green spaces;improving management for people, wildlifeand heritage;working with communities to review anddetermine service standards;enabling groups and individuals to contributeactively to the service;developing the ranger service to supportactivities;making the best use of existing resources;securing additional resources to improve theservice.

Creating positive change inservice delivery

14

14 Award winning PeaceGardens, Sheffield createdin 1998 as the first part ofThe Heart of the Cityregeneration projectCourtesy of SheffieldCity Council

CASE STUDY SHEFFIELD CITY COUNCIL32


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The following is a checklist of items thatshould be included in a green space strategy.It should not be seen as prescriptive or entirelyexhaustive, although it does give an overviewof the key elements.

1. Strategic context

overview of relevant national, regional andlocal policies and initiativesspatial planning contextlocal character/area profilereview of corporate strategies andobjectivesrelationship of green space strategy toother strategies and initiatives.

2. Supply Analysis

identification of green spaces and theirfunctionsdefinition of existing provision based onappropriate green space typology auditand assessment of existing provision, bothquantitative and qualitativeplaying field audit and other audits asrequired, e.g. play spacesassessment of existing capital and revenuefunding of green space.

3. Demand Analysis

socio-economic and demographicstructure of areaassessment of survey information toidentify needs and aspirations of community,views on existing provision and currentbarriers to useassessment of mechanisms for communityinvolvementassessment of user numbers, using toolssuch as the ILAM Model Customer SurveyQuestionnaires for Managers of Public Parks.

4. Analysis of issues, opportunities and priorities

analysis of supply and demand(quantitative, qualitative and accessibility)identification of catchment areas anddeficienciesestablishment of local standards for qualityand quantityassessment of valueprioritisation of issues and areas forimprovementidentifying human resources and skills.

5. Strategy aims, objectives and policies

vision statementkey aims, objectives and policiesgreen space framework plan.

6. Action plan

actions, timescales and delivery agentsidentification of existing and potentialfundingperformance indicatorsmonitoring and review arrangements.

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Checklist: What should be includedin a green space strategy?


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34

Annex 1 Key references

Accessible Natural Green Space Standards inTowns and Cities: A review and toolkit for their

implementation. English Nature Research Report526, English Nature, 2003

Assessing Demand for Open Space in London ,London Planning Advisory Committee, 2000

Assessing Needs and Opportunities:

A Companion Guide to PPG 17 , Office of theDeputy Prime Minister, 2003

Benchmarking and Performance Indicators for Best Value. A customer focused means of

assessing the value of parks and open spaces ,KMC Consultancy and ILAM, 1999

Better Services for Local People: A guide for councillors , IDeA Publications, July 2002

The Community Planning Handbook ,Nick Wates, Earthscan Publications, 2000

Green Spaces, Better Places. The final reportof the Urban Green Spaces Taskforce ,Department of Transport, Local Governmentand the Regions, 2002

Guide to Preparing Open Space Strategies:Best practice guidance ,Greater London Authority, 2004

ILAM Model Customer Survey Questionnairesfor Managers of Public Parks ,Nick Reeves, ILAM, 2002

Living Places: Cleaner, safer, greener Office of the Deputy Prime Minister, 2002

More than Swings and Roundabouts:

Planning for childrens play ,Childrens Play Council, 2002

Natural Communities , English Nature, RSPB, The Wildlife Trusts, 2002

No Particular Place to Go?Children, young people and public space ,Ken Worpole, Groundwork UK, 2003

Our Towns and Cities:The future delivering an urban renaissance ,Department of the Environment, Transport andthe Regions, 2000

Parks and Green Space: Engaging theCommunity , Urban Parks Forum, 2002

Planning obligation , ODPM circular 01/97

Planning Policy Guidance 17: Planning for OpenSpace, Sport and Recreation , Office of theDeputy Prime Minister, 2002

The Public Parks Assessment Urban Parks Forum, 2001

Quality of Life Capital: Managing environmental, social and economic benefits , Countryside Agency,

English Heritage, Environment Agency, 2001Raising the Standard, The Manual of the GreenFlag Award (updated), Liz Greenhalgh and

Andrew Parsons, The Civic Trust, 2004

Recognising Innovation and Imagination in OpenSpace Management , Ian Baggott, Lucy Roper, 2001

The Register of Parks and Gardens: An introduction , English Heritage, 1998

The Six Acre Standard , National Playing Fields Association, 1993

Sustainable Communities: Building for the future ,

Office of the Deputy Prime Minister, 2003Towards a Level Playing Field: A guide to the

production of playing field strategies ,Sport England, 2002

Trees and Woods in Towns and Cities:How to develop local strategies for urbanforestry , National Urban Forestry Unit,Wolverhampton, 1999

Trees or Turf: Best Value in Managing UrbanGreen Space , National Urban Forestry Unit,Wolverhampton, 1998

The Use of Conditions in Planning Permission ,ODPM circular 11/95

Value of Parks and Open Spaces: Social inclusion and community regeneration ,Local Government Association, 2001

Working with the Grain of Nature: A biodiversity strategy for England , Departmentfor Environment, Food and Rural Affairs, 2002

Current CABE Space guidance and researchdocuments can be found at www.cabe.org.uk


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Annex 2 Green space auditmethodology

The purpose of an audit of green spaces is tofind out the location, quantity and quality of allthe green spaces in a particular area.

The key to successful auditing of green spacesis to be clear from the outset how the informationwill be analysed and used. There is no pointcollecting information that will not be used although it is easy for this to happen. Auditsprovide a snapshot of each space rather than adetailed analysis. The assessment should bebroad and the date and time of the audit shouldbe recorded, as it will have a bearing on the results.

The assessor must be professionally competent,ideally someone with training in landscape designand management. For the sake of consistency,the same person or team should assess all of thelocal authoritys green spaces where possible.

A customised form, drawn up by the surveyingauthority, should be used to evaluate the qualityof green space, assessing its design and structure,management and maintenance and its value topeople. Baseline information on typology, location,planning designations, size and facilities shouldbe recorded, along with the date of survey.

Annex D of PPG17 provides a potential checklistof criteria. There are various existing audit formsto assess green space that can provide someguidance, though many of these are designedfor detailed site assessments. They include theGreen Flag Award score sheet and the Instituteof Leisure and Amenity Managements (ILAM)checklist to assessing sites in Benchmarking andPerformance Indicators for Best Value.

On the audit form, individual criteria are bestgrouped under a set of categories, with severalquestions in each one. The form should providecumulative scores for each category and asuccinct set of headings for the graphic andspatial presentation of the results from the auditprocess. Key headings and criteria should beestablished, which may include the following.

1. Access Are entrances well located andaccessible?

Are entrances welcoming?Does the infrastructure meet the

requirements of the DisabilityDiscrimination Act?(see www.disability.gov.uk/dda )Does signage communicate effectively?

2. Landscape qualityIs the space a rich and stimulatingenvironment?Is there a variety of scales of space?

Are the spaces boundaries attractive?Is the spaces structure understandablewith a clear focus and orientatingfeatures?

3. Facili tiesIs the furniture well designed and located?

Are the facilities appropriate to the spacessize and location?

Are buildings well designed and located?(see www.dqi.org.uk )

Are there special features that give thespace local distinctiveness?

4. MaintenanceIs the space clean and free from litter anddog fouling?

Are the fabric, furniture and buildings wellmaintained?Is the planting well maintained?

Are grass areas well maintained? Are areas managed for wildlife habitatvalue appropriately maintained?

5. ManagementIs the level of management appropriate tothe size and nature of the space?

Are staff based on site?Is there information on how to contactmanagement services?Is there information on events and

activities?Is there evidence of communityinvolvement?

6. Security and safetyWhat is the sense of personal security inthe space?What are the levels of vandalism?Is there evidence of anti-social behaviour?

To what extent is there self-surveillancefrom surrounding areas or throughpedestrian traffic?

7. Natural heritage To what extent are areas managed asnatural habitats?

Are nature conservation objectivescommunicated effectively?Is there evidence of sustainablemanagement practices?


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8. Cultural heritageIs the historic landscape structure wellconserved?

Are historic buildings and featuresappropriately conserved?Is there evidence of cultural activities suchas art or theatre?

9. EducationIs there interpretation of elements inthe space?

Are educational activities carried out(e.g. by schools or rangers)?

10. HealthIs there an appropriate level of sports/exercise facilities?

11. Responses to peopleDoes the space meet the needs of, orencourage use by, elderly and youngpeople, children, people with disabilities,diverse cultures, families?

Each criterion can be scored on a scale from 1to 5, with 1 representing Poor and 5 Excellent.Where a question is not relevant, it should beomitted so as not to skew the results; for example,the question about buildings may be irrelevantto a wild open space. From the resulting figures,a summary total between 1 and 5 can beproduced for each of the ten main categories.

The results can be illustrated in bar-chart formshowing a hierarchy of parks and open spaces,based on individual aspects such as access orlandscape quality or based on a combined scoreto give an overall picture.

A useful way of providing a quality standardagainst which to compare green spaces is for thelocal authority to identify a park or several differenttypes of green spaces in their area or nearbythat will serve as the benchmark for quality.

This will then form the standard against whichthe assessment is made. The best comparatorwill probably be a green space with a Green Flag

Award (award holders can be found atwww.greenflagaward.org.uk ).


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Annex 3 Community involvement

Developing a public consultation plan

1.0 IntroductionUnderstanding demand for green space is afundamental part of any green space strategy,but is often overlooked in favour of simpleanalysis of provision. Over recent years, manycouncils have begun to consult with their

communities on site-specific issues but fewhave looked at how to take this to a higherlevel, that of district/borough/city-widestrategic consultation. Strategic consultationcan be difficult. While people can identifywith their local areas and can easily expressviews about their most-used parks or playareas, obtaining their views about levels orquality of provision in areas they never visitis less straightforward.

This annex focuses on the analysis of publicneeds through consultation. It does not coverconsultation with officers, members and

other green space providers.

2.0 Context The consultation must be tied to thestrategys objectives. Much public consultationis quantitative and focuses on spatial planningissues, i.e. the amount of provision in agiven area. Consultation is also often viewedas a one-off exercise and not as part of aprocess of engagement and involvement of the community. This misses an opportunityto find out what improvements local peoplewould like and what barriers there are togreater use, who does not use parks andwhy, the perceived quality of current provision,how well the council and other organisationsmanage, maintain and develop open space,where investment is needed and so on.

3.0 DeliveryIn developing a consultation plan, severalkey questions must be asked:

Why is the council drawing up the strategy?Which council services are involved andwhat are their views on communityconsultation and involvement?What previous consultation has therebeen on parks and green spaces and inrelated services or areas?

Are there any geographic or demographiccommunities that have been consultedmore than others?What stylesof consultationhave worked well?

What groups and organisations haveregular dialogue with the authority ongreen space and related issues?Does the authority have existing forumsthat can be used in the timescale?

Understanding what has gone before whatworked and what did not, who should andwho should not be involved will help todefine the best approaches to use. Drawingup a consultation plan will help with decisionson the best methods to engage people ateach stage. The plan should flexible enoughto respond to any issues that arise.

3.1 Previous consultation A review of previous consultation willhelp to answer questions such as:

Where has consultation taken placeand on what issues?What methodologies were usedand how successful were they?

Who typically gets involved(and who does not)?What issues relating to green spacehave been identified to date andhave these been addressed?

3.2 Where to look Community strategiesCultural strategiesSport and recreation strategiesCommunity safety strategies

Youth strategiesBiodiversity action plans and natureconservation strategies

Local Agenda 21 strategiesHealth strategiesLeisure strategiesPlay strategiesCitizens panelsPark-specific consultationPark user surveysRegeneration partnerships andprogrammesBest Value reviewsLocal plan/UDP consultationMarket towns initiativeGreen travel plans.

Any of the above may provide key informationthat could be supplemented in the green spaceconsultation. For example, if a youth surveyhas identified lack of outdoor leisure provisionas an issue, then the green space strategyconsultation might need to identify what typesof provision are needed and where.


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3.3 Methodologies

Quantitative researchQuantitative methods such as surveys areuseful for gathering baseline data, especiallywhere there is little previous consultation dataon green space issues. Questions on quantity,quality and accessibility of space are essentialbut a questionnaire could also cover travelmethods and travel time to frequently usedspaces and sites used outside the study area.

The key is to ask questions that relateto other aspects of the strategy process.Questions on the amount of provision relateto the quantitative audit of supply; questionson perceptions of quality relate to thequalitative audit; and questions about traveland barriers relate to the accessibility audit.Linking audits and consultation therefore,helps to triangulate research methodologiesto gain a true picture of green spaceprovision in a given area.

A survey can also be used to gauge willingnessto participate in further consultation or to bekept informed (see feedback below).

Consulting interested groups andorganisations needs special consideration.Can a questionnaire be used across awide range of groups or will more qualitativeapproaches with a smaller number ofgroups provide better information?If a questionnaire is planned, will data begathered to complement or compare toa household survey?

Feedback Participants should be told why the strategyis being produced and what will happen next.Managing expectations is vital to maintainingcommunity support.

For example, will a summary report beavailable? Will it be posted to them or availableon a website? Where will the final strategybe displayed if members of the public wishto view it?

Will there be further opportunities in futureto take part in developing or achieving thestrategy? Can people be kept informedabout events and activities in parks?Can people participate at a local level suchas through a friends group?

Qualitative researchQualitative methods are useful for consultingestablished groups or to follow up initialsurvey work. For example, a workshop could

focus on an issue arising from the survey.Qualitative research can also form a startingpoint to inform a survey, such as using a focusgroup to identify issues for a questionnaire.

Depending on resources, qualitativeconsultation can range from small workshopsto large, all-day action-planning events.

You could consider training local people todo some of the consultation, which will buildlocal skills and capacities.

4.0 Resources A consultation plan must also identify

resources for the process. The authoritysvision and its approach to creative andinnovative techniques will dictate theseresources. The time and energy that peopleare willing to devote to consultation are themain factors that will decide its success.

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CABE Green Space Strategies

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