www.mansfield.gov.uk/parks

YEOMAN HILL PARK
MANAGEMENT PLAN
2016/21
Written & prepared by Mansfield District Council,
Parks Department, with the Friends of Yeoman Hill Park,
www.mansfield.gov.uk/parks
SITE DESCRIPTION
NAME / OWNERSHIP / GRID REFERENCE / LOCATION
Name:
Address:
Yeoman Hill Park
Priory Road
Mansfield Woodhouse
Nottinghamshire
NG19 9LS
Grid reference:
SK540632
AREA WARD: YEOMAN HILL
WARD COUNCILLOR: LEE PROBERT
PORTFOLIO HOLDER FOR THE ENVIRONMENT: ANDREW TRISTRAM
Statement from Councillor Andrew Tristram
Portfolio Holder for Environment
I am extremely proud of Yeoman Hill Park being nominated for a
green flag award as recognition of the tremendous work,
determination, skill and commitment levels of all of our Parks &
Opens Space staff, to achieve what I consider to be an important
accolade for our parks under very difficult financial constraints.
We have developed a very strong working relationship with our
friends group, local schools, conservation groups and other
community groups to help develop Yeoman Hill Park and it is our
intention to reinforce these relationships over the coming years as
without their continued support we would not have be able to
achieve this status.
Yeoman Hill Park has a diversity of activities of all age groups
including lawn bowling, play areas, Skate Park, floral displays
and picturesque walks. We intend to further enhance Yeoman Hill Park to appeal to all of
our communities as I feel it is important to preserve and protect a vital part of our heritage,
infrastructure and way of life. It is hoped that the recent refurbishment of the park will
further enhance and encourage additional community participation within the park.
Whether you want activities or to just sit back and take in the outstanding natural beauty of our
parks there is something there for everyone, something I feel our communities should be proud of.
Councillor Andrew Tristram
Portfolio Holder for Environment
1
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
3
3
4
4-6
6
6-7
2.0
2.1
2.2
POLICY CONTEXT
REGIONAL STRATEGIES
LOCAL STRATEGIES AND POLICY
7
7-8
8 - 15
3.0
3.1
3.2
3.3
3.4
3.5
SITE DESCRIPTION
NAME & FACILITIES
ENVIRONMENTAL AND ECOLOGICAL STATUS
SITE HISTORY AND HERITAGE
ACCESS
VISITORS AND USEAGE
16
16 - 17
18
18 - 20
20
21
4.0
4.1
MANAGEMENT STRUCTURE
STAFF STRUCTURE
22
23
5.0
FINANCE AND RESOURCES
24 - 25
6.0
VISION
26
7.0
7.1
7.2
ANALYSIS AND ASSESSMENT
SITE ASSESSMENT
SWOT ANALYSIS
27
27 - 32
33 - 36
8.0
AIMS AND OBJECTIVES
37 - 38
9.0
ACTION PLAN
39 - 46
10.0 MONITORING AND REVIEW
1
2
3
4
5
6
7
8
9
10
11
12
47
LIST OF APPENDICES
LIST OF ACRONYMS
ENVIRONMENTAL POLICY
FRIENDS OF YEOMAN HILL PARK ACTION PLAN 2016/21
MARKETING OF PARKS AND GREEN SPACES
MAINTENANCE REGIME
WEEKLY WORK SCHEDULE
PLAYGROUND INSPECTION SHEET
GREENFLAG JUDGES COMMENTS 2015/16
STATEMENTS FOR GREEN FLAG APPLICATION
ADDRESS DETAILS
MAINTENANCE MANUAL (AVAILABLE ON REQUEST)
CORPORATE PLAN 2015 (AVAILABLE ON REQUEST)
2
48
49
50 - 53
54 - 56
57 - 60
61 - 62
63 - 64
65 - 66
67 -69
70 - 71
72
1.0
INTRODUCTION
1.1
REPORT CONTEXT
This report is a revision of the previous ‘Yeoman Hill Park Management Plan’ which
includes the ongoing refurbishment to Yeoman Hill 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.
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1.2
LOCAL AREA PROFILE
Yeoman Hill Park Management Plan
Mansfield District is a largely urban area situated in the north-west of Nottinghamshire
populated by 104,600 residents and 48,700 domestic households. Adjacent to the urban
area of Sutton-in Ashfield, Mansfield is recognised as a major sub-regional 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.
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:
4
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:

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
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
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
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 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.
5
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
green spaces, already proven by the achievement of previous Green Flag awards for five
parks in the District. To achieve a Green Flag Award again for Yeoman Hill Park would
provide excellent motivation for both the Council and this Community to show that the
highest possible standards can be achieved through partnership. 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.
This will take place 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 regarding the progress made towards achieving our objective.
6
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 Council's 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.
Yeoman Hill Park is designated as a Greenwood site, and is a park within the community
forest area and the Friends of Yeoman Hill Park are also members of Greenwood.
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.
Although the park does not contain any species of County or National importance, there is
a Local and National Biodiversity Action Plan related to Yeoman Hill Park, which is
described as an Urban and Post Industrial area.
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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.
2.2.1 The Corporate Plan 2015
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 website.
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.”
8
The strategy identifies seven priorities:
1.
2.
3.
4.
5.
6.
7.
A Safer Mansfield – reducing crime & antisocial behaviour
Children & Young People – achieving their potential
Our Economic Prosperity – prosperous & thriving economy
Our Town Centre – vibrant & successful
A Healthier Mansfield – health & wellbeing for all
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
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 a
replacement 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 Yeoman Hill Park:
“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)
The historical importance of the site is recognized by its inclusion within Mansfield
Woodhouse Conservation Area. This is a statutory designation and specific conservation
policies apply:
9
Conservation Areas are designated by the District Council to protect those
parts of towns and villages which have special architectural or historic
interest. The designation of an area is not solely to protect individual
buildings but to retain and develop the general character of the area, this
does not mean that an area will never change, but rather that new
developments must respect its established character. The designation of a
Conservation Area shows a positive commitment to preserving and
enhancing its quality.
Great War Memorial
The four Fronts commemorated are France, Belgium, Gallipoli, Italy
The historic centre of Mansfield Woodhouse contains a superb concentration of vernacular
architecture, every building 'having a story to tell’. Because quarrying was a local industry,
even the quite ordinary houses were well-made out of stone and have survived down the
centuries. The most important secular building is the Wolf Hunt House, so named
because it was the home of the King's officially-appointed wolf hunter for Sherwood Forest.
As wolves have been extinct in the area since the 15th Century, parts of the much
altered house must predate that time; this is extremely early and rare in non-religious
architecture in England.
10
Opposite Yeoman Hill Park is a building commonly called ‘Woodhouse Castle’ this was the
Mansfield Woodhouse Parish Council offices until the late 1970’s this which then became
a satellite office base for Mansfield District Council, more recently being turned into private
apartments.
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 well being, 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.
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.
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2.2.4 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 20 th
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 Parks and Green Spaces Strategy 2016 - 2026 has recently been written and adopted.
It sets out our vision and priorities in relation to how we manage our parks and green
spaces over the next 10 years.
2.2.5 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).
2.2.6 Crime and Disorder – Community Safety
The Community Safety Team undertakes 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 20 th 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.
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2.2.7 Neighbourhood Wardens
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.
Yeoman Hill 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.
13
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.
2.2.8 Clean Neighbourhood and Environments Act (CNEA) 2005
Dog fouling is consistently a high source of complaints by the public. From the 1st January
2013, the council adopted three Dog Control Orders (DCO’s) under the Clean
Neighbourhoods and Environment Act 2005. These orders give the wardens, PCSO’s and
police officers, greater powers to deal with irresponsible dog owners. The fine has also
increased from £50 to £75; however the maximum penalty for the offence remains the
same.
Recognition
As a result of the continued high level of service provided to the residents, schools and
businesses within the district, the warden service has been recognised for this by being
awarded the Charter investors in best practice award for a second time. This is something
that we as a service pride ourselves on and it is fantastic to have this recognised,
particularly as we are one of only four warden services throughout the country to achieve
this charter.
Above: News article
about the wardens’
awareness campaign
Right: an example of
promotional/reporting
material
2.2.9 PPG17 Open Space, Sport and Recreation
PPG17 describes the role of the planning system in assessing opportunities and needs for
sport and recreational provisions and safeguarding open space that has recreational
14
value. The guidance observes that it is of part of the function of the planning system to
ensure that, through the preparation of development plans, adequate land and water
resources are allocated for organised sport and informal recreation.
It states that local planning authorities should take account of the community’s need for
recreational space, having regard to current levels of provision and deficiencies and
resisting pressures for development of open space where such development would conflict
with the wider public interest.
2.2.10 Equalities Policy Statement
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:





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


Age
Disability
Gender Reassignment
Marriage and Civil Partnership
Pregnancy and Maternity
Race
Religion or Belief
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.
15
3.0
SITE DESCRIPTION
3.1
Location/Facilities:
The site is well placed for access; the Mansfield Woodhouse train station is approximately
0.25km walking distance from the park. There is a frequent bus route serving the
Mansfield Woodhouse village centre which links the village with Mansfield town centre.
There is a car park within the site and pedestrian access via four access points.
Site map showing Yeoman Hill Park in relation to Woodhouse Village
16
The park lies within the village of Mansfield Woodhouse and is a well-used local village
park. The circulation within the park is via a network of routes, dividing the park into
different activity areas. The path layout within the historic park is as first laid out
between 1914 and the early 1920’s; the path surface is mainly tarmac with concrete path
edgings, the paths link all areas of the park.
The Park covers approximately 15 acres comprising of open grassland with a combination
of young, maturing and mature trees, newly re-laid paths and ornamental gardens. At the
Crow Hill entrance onto the park is an adult football pitch which overlooks the park, there is
a number of areas of play to the left, including a skate park and a children’s play area,
below this is the car park and vehicle access entrance from Priory Road. To the right of the
car park is one of four access points onto the main ornamental area of the park, three of
which provide disabled access. The main ornamental area consists of a bowling green,
tree lined avenue, a mixture of perennial and shrub borders, planted in 2013 and open
grassed areas. Set within the grassed area is an art deco bandstand which was built in
1939; this still remains one of the much loved features of the park.
Aerial photograph of Yeoman Hill Park
17
3.2
ENVIRONMENTAL AND ECOLOGICAL STATUS
By the nature of the tree landscape the park provides habitats for a variety of birds and
mammals. Bats are also present in the larger trees and nearby buildings, and use the site
as foraging habitat.
From a site visit and review in 2015 by the Council’s Arboriculture Officer many of the
trees in the park are deemed to be still in good condition these are visually surveyed each
year and on an as and when basis. No further works are necessary at present although a
small number of trees are being monitored at this time. The Arboriculture Officer is
currently undertaking a general tree survey for all land under the ownership of Mansfield
District Council, it is anticipated that this will take around 24 months to complete
There are opportunities to enhance the ecological value of the park by adopting a more
positive ecological management. A wildflower meadow was sown in 2014 which will
encourage invertebrates, birds and mammals MDC worked with the Friends Group to
identify the area best suited for wildflower planting.
Yeoman Hill Park supports the National and Local Biodiversity Action Plan for Urban and
Post-Industrial Habitats.
3.3
SITE HISTORY AND HERITAGE
Yeoman Hill Park, which covers approx 15 acres, was donated to the people of Mansfield
Woodhouse by the sixth Duke of Portland to commemorate his and his wife, Winifred’s
25th wedding anniversary in 1914 and the 21st birthday of their son, the Marques of
Titchfield. In 2014 the park celebrated its centenary year and commemorated this by
planting 2 large black walnut trees.
Within the park is a beech lined avenue of trees from the vehicle entrance and upwards on
the main path, these were planted by the Duke of Portland’s head gardener, Mr F.J.
Gibson in 1920.
The war memorial situated on the site dates from the early 1920s and is located close to
the entrance from the corner of Priory Road and Church Hill, the memorial is built of ashlar
and polished Cornish granite. It features a square plinth of two steps, the base of which is
coved and rebated. To the east side is a bronze tablet with a wreath containing a
dedicatory inscription. The other sides have bronze plaques inscribed with the names of
local people who fought and died in the First World War. The tapered shaft has a coved
and rebated foot and in the head are four crosses. Inscribed on the four sides are also the
words, France, Belgium, Gallipoli and Italy. The cost of the memorial was paid for by public
subscription.
The concrete bandstand, of the Art Deco period, is quite unique. The foundations were laid
by Rouse’s, a local building firm, and the design and building was by German engineers. It
has been described as an edifice ahead of its time, this was erected in 1939.
Once the bandstand had been erected, the park was idyllic with the park’s visitors who
spending summer afternoons sitting on the grass listening to brass bands playing their
hearts out. And if you were really feeling energetic, you would dance to the rhythm late into
18
the evening. String quartets also played and rows of chairs were set out for the audience.
At the end of the Second World War on VE night, there was an open air dance in the park.
One regular performer was a local called Rube Sunshine, from the Nottingham Palais
along with Hardy Smith and his Accordion Band who was one of the big named
performers.
Yeoman Hill Park, in the early days was very well patronised by the community of the
village who were mainly families from the large industries in the area, those being,
quarrying, textiles and coal mines. The park was deemed to be a central meeting point
within the village for the community to meet and play.
Memories of people who regularly used the park range from picnicking, playing football,
using the paddling pool, tennis, roller skating, giant draughts board and the swings and
roundabouts.
It was in the late 50’s that the pavilion was re-sited and erected to overlook the bowling
green. The bowling green at this time was classed as the best green in the area; it was
also the only green in the area that was laid using Cumberland turf. The bowling club, until
the late 90’s were very successful with many members representing the county in the
midlands counties league and at the National Championships at Mortlake and then later at
Worthing.
The Old Pavilion from 1930s-1950s sited between the bowling green and tennis courts
A giant sized draughts board was a huge draw as was the whippet racing which took place
close to the pavilion. There was a stepping stone path that meandered through the
shrubbery on the Church Hill side of the park; this was removed in the mid 90s when the
shrub beds were drastically reduced due to budgetary constraints, although this has now
been replaced as part of the improvement works to the park in 2013.
After a number of years of neglect the transformation of the park started to take place
more recently which began with the bandstand being the first stage of the refurbishment.
Following on from that the park’s interior paths were re-laid, new play and skate park
facilities installed, new bespoke seating, fencing, additional tree planting and a total
19
refurbishment of the planted areas. This was funded in various ways, using MDC capital
budget funds, section 106 funding and NCC Local Improvement Scheme funding.
In 2012/13 section 106 funding was released for the park and further refurbishment
commenced in October 2012. The first phase of the refurbishment included erecting a
fence around the perimeter of the bowling green, this will help reduce damage to the
bowling green surface caused by cyclists using the green as a shortcut. Removal of the
old existing shrub and perennial plants and enlarging and replanting to mirror the beds
reduced in the 90s and the reintroduction of the meandering stepping stone through the
beds will see another historic feature return to this park. The vehicle entrance off Priory
Road has been extensively landscaped. Using new railway sleepers raised permanent
beds have been created, and the car park surface redressed, this provides a welcoming
entry onto the park and car park. Two lectern interpretation boards have been installed;
these show mapped details of the park, history, its facilities and locations. In October 2012
the memorial gates and arch was removed and sent away to be refurbished, this was
funded by NCC Local Improvement funds. The gates were reinstalled in pristine condition
just in time for Armistice Day in 2012.
The site is protected under the policies within the Local Plan or LDF. Please see Section
2.3.2.
3.4
ACCESS
The park has 4 entrances, three of which are accessible for all abilities and one with a
number of stone steps. Please see park map section 3.1. There is car parking on site for
around 30 vehicles and this is situated in close proximity to all of the parks facilities.
The newly surfaced stepped access and arched gateway from Priory Road to the War Memorial
20
3.5
VISITORS AND USE
The Park provides for a wide range of leisure uses – informal activities such as
walking, dog walking, picnicking, play and relaxation. The sports facilities consist of
a skate boarding area, an adult football pitch and bowling green. There is
opportunity for a wide range of educational activities focused around natural history,
the arts, local history and geology. A survey in 2014 identified approximately 48,500
visitors attended the park throughout the year; this is an increase of approx. 5,500
since 2010.
The community, friends groups, scouts, rainbows, local schools and churches use
the park for a variety of activities, one of which has enabled the rainbows group to
take ownership and maintain the war memorial. The Mansfield Woodhouse
Community Development Group (MWCDG) work closely with the council, local
councillors, the community and Yeoman Hill friends group to promote usage of the
park.
The events programme is co-ordinated by the Parks Development Officer in
partnership with the Friends of Yeoman Hill Park (FoYHP) and the Mansfield
Woodhouse Community Development Group annually. This focuses on community
events, children’s activities and development work. (See Appendix 3)
21
4.0
MANAGEMENT STRUCTURE
4.0.1 The Management of Yeoman Hill Park is the responsibility of Parks Service. At
present there a dedicated team of staff who visit the site to undertake all
horticultural and routine maintenance work on a scheduled basis. Within the Parks
Service workforce there are further skills which can be called on at any time. This is
co-ordinated by the Parks Manager. All parks events and activities are co-ordinated
by the Parks Development Officers and the Events Officer at Mansfield District
Council.
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. At Yeoman Hill Park the
responsibility for the park comes under an Area Team Leader.
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 Yeoman Hill Park are Arboriculture
Officer; Spraying Specialist; Fine Turf Specialist; Handy Man and 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
Yeoman Hill Park.
This is a key role in development of the park, particular roles at Yeoman Hill Park
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.
22
4.0.5 It is envisaged that through supporting the Friends of Yeoman Hill Park and other
Voluntary groups, the authority will be able to bring the local population into the
management and running of the Park.
4.1
STAFF STRUCTURE:
Staff Structure:
Neighbourhood
Services Manager
Parks &
Development
Manager
Supervisor
Parks Development
Officer
Arboriculture
Officer
Other specialist staff:
 Spraying Specialist
 Fine Sports Specialist
 Handy Man
 Playground Inspector
 Sports Development Officer
Area Team
Leader
Yeoman Hill Park
Maintenance Teams
23
5.0
FINANCE AND RESOURCES
The council currently provides funding for management work and maintenance on site:
The majority of funding for recent improvements recently has been from the NCC Local
Improvement Scheme and more recently Section 106 funding. All section 106 funding for
Yeoman Hill Park has now been spent on improvements and therefore further
improvements at this time would have to be from the revenue budget or capital budget.
Residential developments around the area are impending and potential S106 funding from
any developments will be spent on further park improvements, this is however a longer
term funding pot.
5.0.1 REVENUE COSTING
Feature
2016/17
2017/18
2018/19
2019/20
2020/21
Bowling Green Management
6,540.14
6,703.64
6,871.23
7,043.01
7,219.08
Football Pitch Maintenance
1,520.15
1,558.16
1,597.11
1,637.03
1,677.95
Cleaning Management (Buildings)
1,434.10
1,469.95
1,506.70
1,544.36
1,582.96
Grassland Management
- Hand Mowing
- Triple Mowing
1,950.04
1,484.68
1,998.79
1,521.79
2,048.76
1,559.84
2,099.97
1,598.83
2,152.46
1,638.80
Hard Surface Management (Sweep)
1,109.70
1,137.44
1,165.88
1,195.02
1,224.89
Hedgerow Management
136.15
139.55
143.04
146.61
150.27
Play Area/Skate Park Management
- Inspection
-Apply Herbicide
783.73
92.11
803.32
94.41
823.41
96.78
843.99
99.19
865.08
101.66
Bench/Seat Maintenance
547.38
561.07
575.09
589.46
604.19
War Memorial Maintenance
364.41
376.52
385.93
395.57
405.45
Shrubs/Herbaceous Management
(pruning, weeding, litter picking)
553.48
567.32
581.51
584.01
598.61
Tree Management
227.25
232.93
238.75
244.71
250.82
Waste & Litter Management
928.45
951.66
975.45
999.83
1,024.82
TOTALS 17,671.77 18,116.55 18,569.48 18,801.53 19,487.04
* A 2.5% increase each year is estimated*
24
5.0.2 CAPITAL FUNDING
Site development had been fairly modest up until 2008 as only internal parks budgets have
been available for funding any improvement works. In 2008, £20,000 of section 106
8funding was7 secured for the park. In 2010 work commenced on the first stage of relaying the tarmac paths which form the path network on the park, the second and final
stage commenced and was completed in August 2011. The draw down on funds in
2012/13 enabled the park to be redeveloped in preparation for the park’s first entry for the
Green Flag Award which was 2013/14.
All improvements were funded by section 106 funds. With new funding opportunities
arising due to additional residential development in the area, it is envisaged that further
development within the park will continue as and when the funding is released from
impending residential developments.
For further improvements the park may have to apply for capital funding once Section 106
funding has been used. It is expected that capital funding will be required to replace the
timber pavilion on the site which is in urgent need of replacement. A capital funding
development application was made for approval of a new pavilion and this was submitted
for consideration in autumn 2013, unfortunately the application was turned down. A further
application will be made in 2015/16 for approval to use capital funding from the 2016/17
budget, an additional external funding application is also being drawn up by
representatives of the YHP Friends Group.
25
6.0
VISION
Yeoman Hill Park has become a fine example of a vision turned into reality, and was
achieved thanks to the excellent relationship forged with local people, councillors, parks
service and planning staff. 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. Physically this park has improved its outlook not only for the
established and newer residents to the area but for the local schools within the area.
The Council sees this park as the ideal site to continue and strengthen the mutually
beneficial relationships with different members of the community. It is an opportunity to
engender respect for the shared environment and between neighbours. It has and will
provide an opportunity to have formal and informal events, to raise funds for the park itself
or other local needs. To confirm the commitment of all involved, the management and
maintenance of the park follows the criteria required to apply for and obtain Green Flag
status.
The 1939 Art Deco Bandstand summer events
26
7.0
ANALYSIS AND ASSESSMENT
7.1
SITE ASSESSMENT
The park has been assessed using the SWOT analysis and under the Green Flag
standards criteria.
The strengths of the site lie within its physical attributes; excellent landscape features
which are well maintained by a grounds maintenance team. The parks development team,
friends group and Mansfield Woodhouse Community Development Group (MWCDG) are
working together to instigate an entertainment programme for the bandstand by
encouraging and promoting the community to input into events. It is hoped that this should
encourage the park to be used to its full potential and bringing more users into the park.
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 possibility of increased vandalism.
7.1.1 A Welcoming Place
The park is a peaceful green oasis, of high heritage value, located close to Mansfield
Woodhouse Village Centre and the overall feel is welcoming. The main entrance to the
park is opposite St Edmunds Church on Priory Road and directly faces the war memorial;
this provides a focus for visitors entering the park. The newly refurbished car park and
vehicle entrance is situated off Priory Road and gives a welcoming feeling when entering
the park with newly planted raised beds and new car park surface.
There are two additional entrances to the park; one off Crow Hill Lane and one off Hunter
Chase, these are both at the top end of the park. Three entrances are accessible for all
abilities and one entrance is stepped. There is one barrier access point which is DDA
compliant as the park has suffered from problems with motorcycles in the past. The park
has metal gates complimented by a decorative archway at the memorial entrance, these
dates back to 1947 and have recently been refurbished to bring them back to their former
glory. Pedestrian and vehicle access is available 24 hours per day.
Vehicle access is from the centre of Mansfield Woodhouse, following Church Street and
then left onto Priory Road. The park is approximately 5 minutes walk from Mansfield
Woodhouse Village.
Notice boards are located near all entrances (paid for by the Friends Group) and two
lectern style interpretation panels installed at the vehicle entrance and memorial entrance
provide historical and present information and maps of the park.
Well surfaced routes are provided around the park, many of these were re-laid in 2010/11
and lead to the newly planted landscaped borders and raised planters. A large quantity of
the seating around the park is bespoke and was designed by local cubs, scouts, guides
and friends group. The park does have a sloping nature but the gradients are not
27
prohibitive for visitors and there are numerous areas to rest. The park provides adequate
seating which is available to compliment the bespoke furniture in the park.
7.1.2 Healthy, Safe & Secure
The new maintenance schedule (new grounds maintenance software) ensures regular
maintenance and checks (See Appendix 5) and the Works Schedule (see Appendix 6)
should ensure there are no risks to the public from accumulated debris, damage or faeces.
Dog fouling or littering are not major issues on site mainly due to the presence of the
neighbourhood wardens, dog warden and regular patrols from members of the friends
group, additional litter bins on site have proven to be a success with litter picking on site
being reduced by 25%.
The schedule includes a weekly inspection of the children’s play area, 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 vandalism. 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 from occasional graffiti. 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 occurs generally in the evenings is now tackled by the
Mobile Neighbourhood Warden Service. See Sections 2.3.7 and 2.3.8 and section 9.2 in
the action plan. There are also PCSO’s who have access to the pavilion to use as a point
of call and a base. Damage due to ASB is reported to the Police and crime numbers
issued. Rates of ASB are relatively low at present.
Any repairs necessary are carried out by the MDC handyman, any specialist repairs are
carried out by a specialist contractor direct from MDC or externally.
The Friends Group organise community activities and encourage a community presence
on site especially at the weekends and evenings. This has had a noted effect in deterring
ASB by just having people that are visible at key problem times. Friends Group
members/Volunteers are given tool box talks and advise relating to H&S during any
activities they undertake on site, policies and procedures are freely available for all tasks
and friends groups are provided details of any changes/amendments when they occur.
28
Funding for mobile CCTV coverage has been successful and CCTV cameras can now be
located in many parts of the park to combat ASB and to also provide reassurances that the
public are safe using this park.
7.1.3 Clean & Well Maintained
The pavilion is a wooden built construction which is well maintained although the pavilion
is in need of replacing as a matter of urgency and funding is currently being investigated.
However daily/ weekly inspections of all features are carried out (see Works Schedule in
Appendix 6) this is carried out by the maintenance teams and regular plus routine
maintenance keeps the park in a visually pleasing and in a clean and tidy condition.
The introduction of a grounds maintenance software package to improve management
techniques has improve the efficiency of maintenance. Contender was introduced in April
2012; this covers all aspects of the grounds maintenance schedule.
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.
repairing guttering, replacing broken roof tiles. Painting contractors are commissioned
every 5 years to repaint the exterior of the building.
7.1.4 Sustainability
Peat has not been used by the Council for a number of years and green waste arising from
maintenance works is recycled off site, (although on site composting is being investigated).
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.
Composted materials are reintroduced onto site when available. Chipped materials also
follow the same process as composted materials, chippings are reintroduced onto shrub
and permanent planted areas to provide nutrients and mulching.
7.1.5 Conservation & Heritage
This park sits within is a conservation area. Inspections take place on a daily basis and
managed sensitively with specialist certified contractors undertaking any necessary
repairs.
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.
The council are working with the friends group to apply for external funding to replace the
existing timber pavilion, the application will be made during 2016 and the pavilion should
be constructed using timber as the outer facia.
29
The new hard and soft landscaping scheme on the park, which was complete in 2013, has
improved the habitats for wildlife and insects as well as bringing back a stone meandering
footpath through the perennial planting to the Church Hill side of the park.
The surrounding area also benefits from a landscape of mature trees and is also enhanced
with recent tree planting throughout the park, additional tree planting will continue on the
park and for each tree removed from the park will be replaced by two trees.
The ecological value of the park has been enhanced with the creation of a wildflower
meadow area. Further enhancements and the addition of more soft landscaping
throughout the site has added to the ornamental and conservational value of the park.
The Environmental Policy 2010-2019 has also been written and adopted in full by the
Parks Service (see Appendix 2)
7.1.6 Community Involvement
The Friends group has been running for several years and has a core membership of 12
committed individuals who make an invaluable contribution to the management of the
park. They have been involved in the preparation of this management plan through
consultation and produce an annual action plan identifying future works and planned
events in partnership with the Council (see Appendix 3) The group raise their own funds
for running the majority of their community events and also help support council initiatives
e.g. Green Flag, In Bloom. Funds are raised from Councillor Contributions and fund raising
events. The group have a Facebook page and use this to get information out to the
community, information ranging from damage and vandalism issues to good news stories
The Friends advertise their own events with support from the Parks Development Officer
and Mansfield Woodhouse Community Development Group (MWCDG)
In 2014 a parks visitor’s survey suggested approx. 48,500 people now use the park, a
5,500 increase since 2010. The age groups using the park are of various ages, this is
mainly down to the wide range of facilities that provide enjoyment for all ages and abilities.
The park hosts an annual fun day event which is organised in conjunction with the Friends
Group and MWCDG which is also supported by the Parks Development Officer.
The fun day in held in early June each year and the event continues to grow in stature with
more stalls and activities each year and attendances also increasing as the event grows
year on year.
The bowling green is used by a long established club which has approx. 40 playing
members. Although the club only play friendly games and hold matches between club
members it is a well-attended and well managed club. The club plays Mondays,
Wednesdays and Fridays and the members’ are very active in supporting the parks friends
group and MDC by supporting at events and promoting the park to other users.
Local schools close to the park are a valuable asset as they take part in a number of
activities including tree planting and bulb planting. The nursery and schools taking part in
activities have children from the age of 3 to 10 years of age taking part.
30
Robin Hood Primary School & Friends Group member’s bulb planting
7.1.7 Marketing
The park is advertised on the council web pages (www.mansfield.gov.uk), all parks web
pages are amended as and when information is received. (See Appendix 4)
A friends group quarterly newsletter is available as a printed copy and is also available on
the MDC website. The newsletter gives groups an opportunity to forward information
district wide about planned activities and events, contact details to join the groups is also
provided. The newsletter provides valuable information and enables us to market each site
district wide.
The Parks Development Officer supports the Friends Group in marketing their events and
this is relatively 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 now informed of all events and activities on the park, information is then passed to
local media/press and where appropriate added to our web pages. The friends group have
a Facebook page which provides details of activities and events within the park.
The ward councillor currently uses the pavilion for monthly ward surgeries; this has
improved the profile and helped marketing the park in the locality. The Portfolio holder for
Environment and ward councillors in Mansfield Woodhouse 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
on the park.
The parks survey will be rolled out in July 2016; this will enable the council to assess what
our customers require/need to take the park into the future and help achieve continuous
improvements. (See Appendix 4)
31
7.1.8 Management
The management plan 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, and this was
introduced in April 2011.
A Parks Champions Group was set up in 2013, 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 6) and grounds maintenance standards are
high with the Grounds Maintenance Manual readily available for all staff (see appendix
10). Staffs are trained to work on site in a competent and safe manner and regular quality
checks are also now in place to ensure maintenance standards stay high. Risk
Assessments are available at all times within the park; these are kept in the parks pavilion.
The council will continue to support the Green Flag Award, and are committed to obtaining
the award year on year.
Green Flag Award 2015/16
32
9
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 wellused 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.
Strengths
A WELCOMING PLACE
Weaknesses
 well maintained
 comprehensive facilities
 accessible for everyone
 close to Village Centre.
 good path surfaces
 good seating
 qualified maintenance teams
 good interpretation/information panels
 good quality refurbished park entrances
 new site signs
Opportunities
 no brown tourist signs to identify the
location


 vandalism
 environmental crime
improved interpretation material in signs
redesign more appropriate soft
landscaping
Strengths




Threats
HEALTHY SAFE AND SECURE
Weaknesses
well maintained facilities
response system in place and member
of staff on call for emergency repairs
recent additions to play area
parks maintenance schedules
(contender)
 openness of the site
 general ad hoc vandalism
33
Opportunities
Threats


 anti-social behaviour e.g. vandalism,
drinking of alcohol
 theft and damage to park elements
community presence, e.g. ‘park watch’
repair and monitor any damage
Strengths



CLEAN AND WELL MAINTAINED
Weaknesses
regular maintenance schedules
established
qualified maintenance teams
monthly parks maintenance schedules
(Contender)
 skill shortage.
Opportunities
Threats


 cuts in revenue budgets
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)
 poor interpretation about the value of the
site
Opportunities
Threats






work with community/schools on further
recycling educational events and
opportunities
34
abuse of the fabric of the park
general vandalism
reduced community commitment
reduced interest from local schools
possible reduction of budgets
Strengths




CONSERVATION / HERITAGE
Weaknesses
robust grounds schedule
part of a Conservation Area
community garden
bandstand with historical features
 local environmental value only
 theft and damage to historical features
Opportunities
Threats







increase diversity within the park e.g.
wildflower areas, community orchard
refurbish and promote the soft
landscaped areas of high ornamental
value
promote more use of bandstand
Strengths





vandalism
lack of maintenance
lack of vision
loss of commitment
COMMUNITY INVOLVEMENT
Weaknesses
active and established friends group
friends group have an established
events programme and also help with
improvements
annual village fun day and bandstand
events
school involvement in various
educational activities i.e. (bulb planting)
community involvement in provision of
live music/drama on the bandstand
 publicity of community events
 lack of commitment from community
Opportunities
Threats

 commitment from the Authority
 commitment from the Friends group


encourage more schools to use the park
for educational activities
review publicity of events and suggest
improvement
improve marketing of events
35
Strengths





MARKETING
Weaknesses
local people know of the site
advertised on council website
community events
individual marketing strategy
My Mansfield reaching district wide
audience.
 there is at present no overall marketing
strategy for all council parks
Opportunities
Threats


 lack of strategy
 lack of committed resources to marketing
 lack of officer time

to link with other events in the District
write a marketing strategy for parks and
open spaces
support the Friends group in marketing
their activities
Strengths




regular management input
parks strategy
green infrastructure plan
experienced and dedicated parks
grounds maintenance teams
Opportunities


MANAGEMENT
Weaknesses
 achieving the aims of the strategy within
the timescales
Threats
gain Green Flag status and use as a tool  decrease in dedicated and skilled staff
to improve service delivery
 cuts in revenue funding
establish school and other group use of
site
36
10 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
8.2
OBJECTIVES
A Welcoming Place:
 Create a welcoming
park
 Establish Yeoman Hill
Park as a centre of
excellence for
horticulture and
entertainment
 Up to date local
information on notice
boards
8.1.1
8.1.5
General grounds maintenance including litter,
cleanliness and safety checks to be carried out to
agreed standard with operative staff. As per grounds
maintenance schedule.
Healthy, Safe & Secure:
 Ensure that the park is
safe and secure
8.2.1
8.2.2
Publicise appropriate contact with the Council
Encourage officer participation in any local group on
anti-social behaviour in parks and green spaces, i.e.
environmental crime reduction
Develop 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 and facilities.
Dog fouling issues to be regularly addressed and
assessed
Encourage co-operation and commitment of staff
and visitors to use bins e.g. through planned
educational events
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
Promote good horticultural practice
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
8.1.2
8.1.3
8.1.4
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.
 Establish Yeoman Hill
Park as a centre of
Horticultural excellence
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.
37
8.5
8.6
8.7
8.8
Conservation & Heritage:
 Preserve & enhance the
existing historic fabric of
the park
8.5.1
Community Involvement:
 Encourage use and
involvement of local
people
 Establish the park as a
centre of Artistic
excellence
 Establish the park as a
local learning resource
Marketing:
 Establish Yeoman Hill
Park as a visitor
attraction within the
area.
Management:
 Ensure a viable financial
base for maintenance
and development works
8.6.1
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
Any future development to be in historic context.
Maintain and enhance biodiversity e.g. wildflower
area
Ensure a high profile of the park locally and county
wide
Support local groups e.g. ‘Friends of Yeoman Hill
Park’
Develop a programme of events and arts activities
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,
activities and exhibitions
Raise awareness through continuous updates and
additions 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 grant, 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
38
9.0
ACTION PLAN
Abbreviations:
PM
Parks Manager
AO
Arboriculture Office
SV
Supervisors
Where more than one person involved, bold = lead
PDO
PRO
Parks Development Officer
Public Relations Officer
Lead
PDO
PDO
PDO
16/17



17/18


18/19


19/20


20/21


PDO





PDO

PDO

Welcoming Place
Actions
Provide up to date interpretation info in notice boards
Carry out necessary path repairs where required
Remove old tennis court and landscape to existing
profile
Continue to work with dog warden, wardens, schools
and on site re educating dog owners and litter issues
Install footpath link from war memorial to pavilion along
previous desire line
Wood carve a welcome sign into felled tree trunk at
entrance off Priory Road car park
Painting of buildings, street furniture, inc, benches and
fences
Create an additional annual flower bed
Lay block, concrete and resin bases to all benches and
litter bin bases
Extend wildflower meadow
Create x2 rose beds to encourage interest in all areas of
the park

PDO
PDO
PDO

PDO
PDO



39

Healthy Safe and Secure
Actions
Publicise the contact numbers for Neighbourhood
Wardens and Police, log all incidents and inform of any
anti-social behaviour.
Daily mobile warden service
Play Area Inspections (weekly) and repairs (as required)
Promote H&S policy to all staff and involve staff in
meetings re up dated H&S and risk assessments
Liaise with Police, Police Community Protection Officers
to ensure that Yeoman Hill Park is patrolled as part of
their routine patrol
Introduce and develop more health orientated activities
and events
Work with wardens to provide mobile CCTV on the park
as and when required throughout the year
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
Repair old footpath links as and when required
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO
PDO
PDO















PDO





PDO






PDO





PDO





40
Clean and well maintained
Actions
A new parks maintenance software package now
installed and issuing monthly work requests and actions
Litter bins emptying and litter picks carried out daily
Continue to develop established links with schools to
involve children in ‘respect’ projects
Continue to develop response mechanisms to ensure
prompt delivery of remedial works and improve working
standards
Organise regular monthly walkabout to raise awareness
of any issues
Promote friend community group participation in litter
picking events
Undertake monitoring exercises with Wardens and
Environmental Health in respect of dog fouling
Promote the Grime Project & Grime Busters Hotline
Remove chain link fence from old tennis court and clean
surface for short term use during events
Improve footpath entrance into play area
Lay new bases around picnic tables and benches in
play area
Re-dress car park surface with road planning’s
Paint galvanised play area fence to match existing
parks fencing colour black
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO
PDO










PDO





PDO





PDO





PDO





PDO
PDO








PDO
PDO
PDO
PDO

41



Sustainability
Actions
Promote the Park’s Environmental Policy 2010-2019 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 arisings from
works in the park are used on site
Continue to use energy saving products in all buildings
Continue to source and use recycled products where
possible
Recycle materials where possible
Continue to increase the use of plant and machinery
with low CO2 emissions including the use of electric
vehicles in parks
Continue to develop working practices which will
optimise the sustainability of existing plant stock
Source plant stock from local suppliers where possible
Investigate and action solar powered lighting for parks
lamp columns
Create perennial borders near bandstand fence line
using perennial split from YHP and other district wide
parks
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO





PDO





PDO
PDO










PDO
PDO










PDO





PDO
PDO






PDO

42
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, trees and borders
Maintain the characteristics within the park incorporating
planting, metal entrance features and stone walls and
by encouraging schools and community awareness to
the parks heritage
Create a small community woodland and picnic area on
site of under used small football pitch
Apply for funding for a new pavilion retaining features
from a previous pavilion in 1950’s
Install bird boxes and bat nesting boxes around the park
Provide interpretation for new stone sculpture
Plant trees to offset any future tree removals on site
Work with Nottingham Trent University to undertake a
Phase 1 Ecology Survey for future inclusion in
management plans
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO





PDO





PDO

PDO





PDO
PDO
PM/PDO
PDO
43






Community Involvement and Development
Actions
Publicise the park through national initiatives such as
Green Flag and In Bloom to raise the park profile and
build local awareness though events and activities
Establish, develop and continue with links with schools
to promote all facilities and activities
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO





Lead on activities with schools and supported by the
friends group to promote education and the
environmental value of the site
To develop partnership working for staging events and
use of the park and bandstand
PDO





PDO





To undertake monitoring exercises to establish visitor
numbers
Involve community involvement in consultation relating
to park improvements
Xplorer (a type of orienteering) during school holidays
Support Friends of Yeoman Hill Park, Mansfield
Woodhouse Community Development Group and other
community groups.
PDO





PDO





PDO
PDO










44
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 Yeoman Hill Park will
be included on the Parks Website
Investigate producing and continuous improvement of
promotional DVD’s in partnership with local schools and
colleges
Promote the parks for commercial sponsorship of
various types, i.e. play area, borders, annual beds,
wildflower meadows etc
Promote and build on publicity created from East
Midlands in Bloom, Green Flag Award
Develop and update a dedicated Yeoman Hill Park web
page
Investigate and action the use of social media to market
the park, events and activities.
Prepare press releases to publicise achievement,
activities and events in Yeoman Hill Park
Lead
PDO
16/17

17/18

18/19

19/20

20/21

PDO





PDO





PDO





PDO





PDO










PDO





Develop and manage a draft marketing strategy in
conjunction with Public Relations Officers
Continue to work with The Woodhouse Warbler
quarterly community newspaper to promote YHP
Liaise with marketing to re-design and launch a
parks/LNR leaflet
Investigate phone app to enable reporting of issues
relating to the park and district open spaces
PDO/
PRO
PDO










Marketing
PDO
PRO

45

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
PM
16/17

17/18

18/19

19/20

20/21

ALL





Ensure that all staff, contractors and volunteers working
on site are trained to do so in a competent and safe
manner via regular scheduled training
Continue to review recording and response system for
dealing with enquiries and complaints (Ash system)
PM





PM





Ensure effective delivery of the Yeoman Hill Park
Management plan within the council’s existing policies
and strategies
Build on current levels of staff motivation, with monthly
team meetings and Parks Champions meetings.
ALL





ALL





Seek new partners to assist in delivering the Yeoman
Hill Park Management Plan
Continuous review of suppliers and external service
providers to extend efficiency to the service
PDO





PM





46
10.0
MONITORING AND REVIEW
The management plan will enable the review and evaluation of previous plans on an
annual basis, and this will identify improvements and actions that have been completed or
need addressing.
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.
47
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
Friends of Yeoman Hill Park Action Plan 2016 & 2021
Marketing and Action Plan
Maintenance Regime
Monthly Work Schedule
Playground Inspection Sheets
Green Flag response to judges’ comments 2015/16
Statements for Green Flag Application
Address Details
Maintenance Manual (available on request)
Corporate Plan 2015 (available on request)
48
APPENDIX 1
LIST OF ACRONYMS
ASB
Anti Social Behaviour
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
FoYHP
Friends of Yeoman Hill Park
FPN
Fixed Penalty Notice
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
MWCDG
Mansfield Woodhouse Community Development Group
NAO
National Audit Office
PDO
Parks Development Officer
PIG
Parks Improvement Group
PR
Public Relations
RHS
Royal Horticultural Society
SV
Supervisor
SWOT
Strengths/Weaknesses/Opportunities/Threats
49
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 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
WEED CONTROL:
Spraying of weeds on paths
Carried out twice a year.
Weed/Grass control around
trees, bins, lamp posts
Carried out on a weekly basis
during growing season
Weed Control on paths
Selective weed spraying of
bowling green, ornamental
lawns & application of fertiliser
Watering of Bowling Green
Herbicide/Bi-Active Type
Carried out once a year
Carried out on a daily basis
during hot periods
50
Grass clippings composted.
Mowing not carried out during
busy periods in park in order to
reduce the effect of noise
pollution.
Glyphosate used as it is the
most environmentally friendly
weed killer
Edged out and side clipped to
alleviate the need to apply
weed killer.
Ensures weeds are eradicated
Kept to a minimum by high
standard of turf renovation &
maintenance
Carried out as there is no
alternative
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
51
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
Addition of Wild Flower Areas
Parks Development Officer
(Conservation)
RECYCLING:
Recycling of Green Waste
OPERATIONS:
Dog Mess
Graffiti Removal
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.
Enhance areas with additional
plug planting or seed sowing
and ensure appropriate
management of sites i.e.
changes to mowing regimes.
Liaise with friends groups in
conservation issues.
E.g. Weeds, herbaceous
vegetation and flower heads
Material recycled on site where
possible or is transported to
nursery 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 with
potential for £1,000 fine. 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.
Evaluate the effectiveness of
products and use in all Green
Flag areas if product deemed
satisfactory.
The use of environmentally
friendly graffiti removal
products are sourced
52
Hedge cutting
Wildlife and Countryside Act
1981(as amended)
NURSERY OPERATIONS: External Contractors
Recycling
Recycling of pots and plant
trays.
Peat free
MDC is now 100% peat free
Hedge cutting is not carried out
in nesting season between
March – August. Some species
e.g. Sparrows can nest up until
the end of that period
Specifications state that all
materials should be recycled
As of 2005 the council has
been peat free
MACHINERY:
Ride on Mower
Pedestrian Mowers
Machinery
Hayter Cylinder Triple
Viking
Greener machinery
Uses Diesel
Unleaded Petrol
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 artificial
International Trade in
propagation rather then
Endangered Species of wild
removal of plants from the wild
flora and fauna)
Wildlife and Countryside Act
Compliance with the act
1981 (as amended)
Clean Neighbourhoods &
Compliance with act.
Use of powers to issue Fixed
Environment Act 2005
Penalty Notices for incidences
of dog fouling, fly tipping,
littering etc.
53
APPENDIX 3 - FRIENDS OF YEOMAN HILL PARK - ACTION PLAN 2016/21
Abbreviations
FoYHP– Friends of Yeoman Hill Park
PDO – Parks Development Officer
MWCDG – Mansfield Woodhouse Community Development Group
NW – Neighbourhood Wardens
Publicity
Actions
Assist in rolling out the parks users’ survey.
Keep notice board information of dates and content of events up
to date
Encourage new Friends members
Continue to promote park and facilities for community and
schools activities
Promote the group and its activities on site
Provide information for inclusion on the MDC web site
Continue and build on social media opportunities
Lead
FoYHP/
PDO
FoYHP
16/17

17/18
18/19
19/20
20/21





FoYHP/
PDO
FoYHP/
PDO
FoYHP/
PDO
FoYHP/
PDO
FoYHP

























54
Community Events and Activities
Actions
Work with MWCDG and PDO to organise a programme of events
on the bandstand and park
Instigate clean up events within the park with schools, scouts etc
Support MDC in the East Midlands In Bloom awards
Support MDC in the green flag application
Involve local schools in promoting and taking part in community
activities and events
Work in conjunction with local schools and scouts troop to assist
in delivering activities and educational events
Lead
FoYHP/
PDO/
MWCDG
FoYHP/
PDO
FoYHP/
PDO
FoYHP
FoYHP
16/17

17/18

18/19

19/20

20/21





















FoYHP/
PDO





16/17

17/18

18/19

19/20

20/21
















Environmental
Actions
Promote and educate park users of litter, graffiti abuse and
vandalism.
Use peat free composts in community garden and throughout the
park.
Assist with maintenance of wildflower meadow
Reduce need for water by mulching community garden bed
Lead
FoYHP/
PDO/ NW
FoYHP/
PDO
FoYHP
FoYHP
55
Events Calendar
Event
 Bandstand Events –
 Community Involvement
 Marketing
 School & Music Groups
 Community Events –
 Community Involvement
 Marketing
 Weekly activities
evenings
 Scouts and Rainbows
 School Holidays
Activity
 Assist MWCDG to organise activities
 Assist in publicising the events
 Encourage local performers to use bandstand
 Market performances and encourage local bands to participate in events
When
Throughout the
year
Who
YHPFG
Throughout the
year
FoYHP
 Involve the group in all community events and activities
 Be present to market the activities of the group and encourage new
members
 YHP100th birthday celebration event
Throughout the
 Publicise events in notice boards and Woodhouse Warbler
year
 Organise activities with Scouts and Rainbows
 Encourage community and volunteer involvement
On-going
 Xplorer orienteering activity
56
FoYHP
PDO/FoYHP
APPENDIX 4 - MARKETING
Parks and Green Spaces
1. Introduction
Marketing of parks and open spaces is a key role in the development,
promotion, awareness raising and community involvement of the sites.
Essentially parks and open spaces are provided for both people and wildlife to
enjoy, and it is 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, 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:
-
Regeneration and Employment
Reducing Crime and Disorder
Housing
Protecting the Environment
Vulnerable People
57
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.
58
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
8.2. Review of off-site marketing tools
- MDC Website
59
-
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 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. The marketing that occurs was
targeted to specific groups i.e. The Friends group, schools or linked to district
events and activities which include bandstand events, family fun days and
local events.
60
APPENDIX 5 – MAINTENANCE REGIME
Please see ‘Yeoman Hill Park - Maintenance Manual’ for more in depth details of the
maintenance regime. This was originally produced in 1999 but has been amended to meet
current grounds maintenance requirements. The maintenance manual is run in conjunction
with a newly installed grounds maintenance software package known as Contender.
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.
Specialist maintenance:
Whilst routine checks can limit wear, tear and minor damage, the historic, engineering,
horticultural and arboriculture 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.
61
The park contains a listed monument (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 also has an annual inspection; this is
completed by an independent body.
Mature trees:
Particular attention must be paid to mature trees and woodlands adjacent to or
overhanging paths or roads and ongoing surveys are undertaken by the Arboriculture
Officer to assess any health and safety issues. Remedial action will be taken as required.
62
APPENDIX 6 – WEEKLY WORK SCHEDULE
YEOMAN HILL PARK - ROUTINE MAINTENANCE CHECK LIST
Week commencing:___/___/______
Feature
War Memorial & Bronze nodes
Bandstand Area
Walls and Steps
Footpaths
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
Bowling Green
Job
Inspect for damage/graffiti
Check bronze works
Inspect for damage/graffiti
Inspect for loose stones/copings
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
As 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)
63
frequency
daily
daily
daily
monthly
daily
daily
weekly
quarterly
quarterly
annually
daily
daily
monthly
weekly (seasonal)
as needed
weekly
weekly
x2 per year
x3 per year
once/week
every morning
monthly
twice/month
monthly
once/year
Mon
Tue
Wed
Thu
Fri
Sat
Sun
Date
Completed
Shrub Beds
Hedge Maintenance
Play Area Maintenance
Skate area
Pavilion & out buildings
Scarify
Season end scarify
Overseed
Spring Fertiliser
Autumn Fertiliser
Weed kill (May + June)
Litter pick
Pruning
Weeding
Hedge cutting
Basic visual inspection
Weekly thorough check
Maintenance
General inspection
Sweeping
General inspection & cleaning
Toilets - check when in use
Toilets - clean when in use
Guttering
Windows & doors - check glazing
Inspect for damage / graffiti
twice/month
once
as required
as instructed
as instructed
x2 per year
see manual
see manual
see manual
x3 per year
daily
weekly
as required
daily
x2 per week
daily
x3 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.
64
APPENDIX 7
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
BMX Tracks
Multi-Use Games Areas
Other (Please Specify)
65
Action Taken
Date Completed
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:
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
66
APPENDIX 8
Green Flag Award 2015/2016
Name of Site – Yeoman Hill Park
Managing Organisation – Mansfield District Council
Bandscores
Desk
Assessment
Field
Assessment
Overall
score
0-9
10-14
15-19
20-24
25-30
20-29
30-39
40-44
45-49
50-54
55-59
60-64
65-70
30-44
45-54
55-59
60-65
66-69
70-74
75-79
80+
Status – Pass
Overall band score – 70 – 74
Desk Assessment Feedback (Management Plan and supporting documentation)
Band score – 20-24
Criteria
Strengths
Recommendations
Presentation
Generally a well-structured plan. Easy
to follow and logical arrangement.
Some of the strategies and context
statistics are now out of date (e.g.,
IMD 20070 and would benefit from
updating.
Health, Safety
& Security
Comprehensive overview of this area.
Regular maintenance checks
Neighbourhood wardens
Friends group presence
On-call system for emergency repairs
The plan would benefit from a
synopsis of how Friends of Group
and other volunteers are trained in
H&S matters, for example, tool talks,
wet weather, sole worker policies etc.
Follow up action to investigate CCTV
coverage.
Maintenance of
equipment,
buildings
& landscape
Comprehensive information on the
inspection and remediation processes.
Grounds maintenance software.
MDC handyman
Pursue replacement of pavilion
Litter,
Good section on regular inspections
Consider introduction of segregated
67
cleanliness,
vandalism
and maintenance.
Daily visits by GM staff
Neighbourhood warden visits
Involvement of Friends group
(recycling/general waste) bins in
trouble areas.
Environmental
Sustainability
Good examples on the site, including
the toilets. Welcome reference to no
peat use.
Green waste recycled
See above re recycling bins
Conservation
of
heritage &
nature
Good references to and recognition of
the significance of the Pavilion,
bandstand and war memorial. Clear
ambition to restore the heritage
features of the park.
Within conservation area
Lacks information on methods to
detect and protect from tree/plant
plants and disease.
Provide more information on ecology
of park – include Phase 1 survey as
an appendix and follow up
recommendations.
Consider re-writing section 7.1.5 – we
are not sure about the relevance of
much of it.
Interpretation of heritage features is
listed as a weakness in the SWOT
analysis but there is no remedy
suggested in the action plan.
Community
Involvement
A number of groups support the site,
good use of volunteering opportunities
to carry out maintenance activities.
The plan could be further improved
with the inclusion of testimonials from
volunteers, users etc. Consider the
use of social media as an awareness
and engagement tool.
Add more detail about the
involvement of the bowls club.
Marketing
Strategy
Adequate information contained within
the plan on the range of methods used.
Good information provided on the
website
Lack of centralised marketing plan is
disappointing. Consider annual
surveys to provide more accurate
benchmarking data? Consider the
creation of a Facebook page as an
awareness and engagement tool. The
Friends actually have a Facebook
page but there is no mention of it.
Overall
management
Generally a comprehensive plan
covering all aspects.
Consider the introduction of an
annual update insert to the front of
the management plan. This should
be used to track delivery of key
projects/activities against the plan
and provides a useful overview to
anyone new to the site/ plan.
Additional comments
The action plan for 2015 is very ambitious – are resources available to deliver it?
68
1 Field Assessment Feedback
Band score – 50 – 54
Criteria
Strengths
Recommendations
A Welcoming
Place
Immediate feel of being in a wellmaintained and valued park.
Attractive shrub borders. Open
access with welcoming feel to them.
Address lack of immediate and
obvious welcoming signage to allow
previous non-users to orientate
themselves. Pursue installation of
signage from the road to indicate that
there is a car park.
Healthy, Safe
and Secure
Good, safe feeling. Well-used. Main
path through the park has street
lights. Regular visits from
neighbourhood wardens and PCSOs.
Friends group assist in reporting
incidents of vandalism and ASB.
Follow bid for mobile CCTV camera.
Carry out risk assessment of shareduse entrance off Priory Rd and
consider whether warning signage is
required.
Main footpath uneven in places –
monitor condition and remedy as
required to prevent trips.
Clean and
Well Maintained
Immaculate look to the park on the
day of our visit. Litter free and very
little dog fouling evident. Generally
good, safe footpaths (although see
recommendation above). Well
maintained herbaceous borders.
Continue painting of play area fence.
Make sure out-of-action play
equipment is promptly
replaced/repaired.
Sustainability
Good quality litter bins. Recycling of
green waste. Re-use of play and
other equipment from other parks.
Consider installing a recycling bin in a
prominent position. Incorporate
energy-saving measures into new
pavilion.
Conservation
and Heritage
New piece of public art in place.
Heritage features such as bandstand
and war memorial. Attractive and
interesting poppy feature.
Consider installing an interpretation
board for the new art-work. Seek to
improve and interpret the natural
heritage of the site.
Community
Involvement
Very impressive involvement from
the Friends group on the day. The
obvious commitment of the Friends is
a great strength.
Keep encouraging the Friends.
Carry out user and non-user survey
to ensure that the park and its
facilities reflect the views and makeup of the local community.
Marketing
Notice boards with information about
events.
Friends’ column in local newspaper.
Management
Strong and appropriate management
which has translated into a high
quality park.
Consider use of QR codes on
signage or use of other new
technologies. Encourage and assist
Friends to keep Facebook page
updated.
Consider a more proactive approach
to involving other volunteer groups.
Ensure redundant tennis court project
is progressed and involve local
community in decision-making
process.
Additional Comments
A pleasure to visit!
69
APPENDIX 9 - STATEMENTS FOR GREEN FLAG APPLICATION
Why we qualify for a Green Flag award:
Yeoman Hill Park lies within a short walk from the village centre in Mansfield Woodhouse.
This historic park offers a mix of open grassland with a mixture of mature, semi mature
and young trees, and newly planted permanent beds, play area, skate area, bandstand
and football pitches.
Yeoman Hill Park is and has always been a well respected and visited park within the
village and despite decreasing budgets, it has on the whole has been very well
maintained. Due to recent residential developments in the area and close to the park
Section 106 funding became available in 2012/13 and Yeoman Hill Park benefited from
improvements to its landscape and furniture. The redevelopment project began in late
2012 and was completed in spring of 2013. The improvements include new planting
schemes, development of the tree landscape, resurfacing and planting to the car park
entrance and car park, erection of a bow top fence around the bowling green, additional
street furniture and additional interpretation boards. We continue to support a programme
of community events and activities run by the ‘Friends of’ group in conjunction with
Mansfield Woodhouse Community Development Group.
The improvements to the park have seen a noted increase of footfall to the park. It has
also become a centre of horticultural excellence with the newly planted borders gathering
much interest. 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, friends
groups, volunteers and schools.
Visitors are encouraged to enjoy and make use of all the facilities which include: Bowling
Green, children’s play area, skate area, bandstand and beautiful landscapes and areas
are accessible for all.
In 2014 the park celebrated its centenary year and a large community event to celebrate
was organised in June. The Park was formally donated in 1914 “for the benefit, enjoyment,
recreation and health giving of the people of Mansfield Woodhouse” a statement that is still
appropriate to this day.
Website publicity statement:
Yeoman Hill Park lies within a short walk from the village centre in Mansfield Woodhouse.
This historic park offers a mix of open grassland with a mixture of mature, semi mature
and young trees, and newly planted permanent beds, play area, skate area, bandstand
and football pitches.
Yeoman Hill Park is and has always been a well respected and visited park within the
village and despite decreasing budgets, it has on the whole has been very well
maintained. Due to recent residential developments in the area and close to the park
Section 106 funding became available in 2012/13 and Yeoman Hill Park benefited from
improvements to its landscape and furniture. The redevelopment project began in late
70
2012 and was completed in spring of 2013. The improvements include new planting
schemes, development of the tree landscape, resurfacing and planting to the car park
entrance and car park, erection of a bow top fence around the bowling green, additional
street furniture and additional interpretation boards. We continue to support a programme
of community events and activities run by the ‘Friends of’ group in conjunction with
Mansfield Woodhouse Community Development Group.
The improvements to the park have seen a noted increase of footfall to the park. It has
also become a centre of horticultural excellence with the newly planted borders gathering
much interest. 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, friends
groups, volunteers and schools.
Visitors are encouraged to enjoy and make use of all the facilities which include: Bowling
Green, children’s play area, skate area, bandstand and beautiful landscapes and areas
are accessible for all.
In 2014 the park celebrated its centenary year and a large community event to celebrate
was organised in June. The Park was formally donated in 1914 “for the benefit, enjoyment,
recreation and health giving of the people of Mansfield Woodhouse” a statement that is still
appropriate to this day.
71
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
72
[email protected]