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Officer delegated decision – 7 November 2017

Report title: Brockwell Park Partnership Board

Wards: Herne Hill

Report Authorised by: Sue Foster, Strategic Director: Neighbourhoods and Growth

Portfolio: Councillor Sonia Winifred, Cabinet Member for Equalities and Culture

Contact for enquiries: Kevin Crook, Head of Neighbourhoods, 020 7926 8973

kcrook@lambeth.gov.uk

Report summary

Brockwell Park is one of Lambeth’s most important assets and it is vital that robust and effective management

for the park is in place. Coordination between departments and the needs of park users is required to create

clear strategic management and vision for the park. Based on the planned increased activity, the park would

benefit from coherent, strategic decision-making, particularly in terms of balancing differing priorities, providing

a forum for debating strategic matters and creating and implementing a clear development plan. The emerging

issues arising in the park are:

The current HLF bid for Brockwell Hall and stable block will require key decisions around how the building

is managed and utilised as well as relocation of the borough’s grounds maintenance operation which is

based in the stable block

Following approval of Lambeth’s Events Strategy there is the potential for up to eight major commercial

event days in the park, as well as additional non-commercial events. All events involve several days of

build and de-rig time and impact on public access and availability of sports facilities, therefore there is a

requirement to communicate and coordinate the works and messages to the users of the park

The reductions in the parks revenue budget mean that new income opportunities need to be exploited

and at least one major concession opportunity is being explored

Sports is another major activity competing for space in the park and will need to be prioritised in order to

attract more people to use the facilities and generate more income

Income from major events and new concessions has the potential to be significant and needs to be

allocated appropriately and in accordance with agreed priorities.

The strategic decisions to balance these competing demands and allocate significant expenditure and resources

ideally need to be overseen by those with a strong understanding of the needs of park users and who are able

to ensure the buy-in of the local community and hold a clear mandate for representing their best interests. As

such the board will be chaired by one of the area lead councillors and consist of local ward councillors, senior

managers representing the appropriate Lambeth services and representatives from the Management Advisory

Committee (the Brockwell Park Community Partners) who are elected by community groups linked to the park

to represent their interests. As an additional safeguard any major recommendations or decisions would be

subject to separate approval through Lambeth’s internal processes in line with the Council’s Standing Orders.

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This report recommends creating a partnership board for the management of Brockwell Park on a two-year trial

basis, from 8 November 2017 to 30 September 2019, with a full review to commence in April 2019.

Finance summary

A formal strategic partnership board would provide an effective level of oversight for the management of the park

and could help to increase income generation and ensure better accountability over expenditure decisions.

Meetings will be held during the day to minimise the costs of administrative support.

Recommendations

(1) That a partnership board be created and trialled for a period of two years to oversee the strategic

management of Brockwell Park. The Board to be chaired by a councillor appointed by the Chief

Whip via the Outside Body Appointments Process

(2) Any decisions requiring a change in policy or budgets will be recommended by the Chair and

subject to Lambeth’s decision-making processes

(3) That the arrangement is fully reviewed by the Director of Environment in April 2019 and a decision

made as to the ongoing strategic management arrangements for the park.

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1. Context

1.1 At 129 acres, Brockwell Park is the largest park in Lambeth and the second largest public open space

in the borough. It is a Grade II listed Historic Park.

1.2 The park contains numerous buildings, including Brockwell Hall (a Grade II* listed mansion house built

in 1811-13 for John Blades), a café, the Community Greenhouses, tennis courts, a basketball court,

football pitches, a bowling green and clubhouse, a sports platform, Redgra pitch, BMX track, model

railway, the Grade II listed Lido, a walled garden, a series of ponds, a large play area and separate

wetplay area and a one o’clock club; and is also one of Lambeth’s strategic events sites.

1.3 Brockwell has a Management Advisory Committee (Brockwell Park Community Partners) which

represents eight active parks groups and a host of wider community organisations with interest in the

park. BPCP was established to protect and enhance the park, provide a community forum and work in

partnership with Lambeth on the long-term management and development of the park.

1.4 The management of Brockwell Park is fragmented – with grounds maintenance, property services, sports

and events all currently managed from different departments. The historical significance of the park

means clear strategic management is needed, but this is very difficult with so many different teams and

departments in control of different aspects. The Masterplan dates from 2007 and requires comprehensive

updating.

2. Proposal and Reasons

2.1 It is proposed that a Brockwell Park Partnership Board be created in order to trial and evaluate this

strategic management model. The success and effectiveness of the model should be evaluated after a

two year period and decision made on whether it should continue.

2.2 The Partnership Board would be solely responsible for all strategic management recommendations to

the Council relating to Brockwell Park and would operate to the Terms of Reference included as

Appendix 1.

2.3 The Board would comprise between four and eight members, made up of: two councillors selected via

the Outside Body Appointments Process; two Lambeth officers representing the appropriate

departments selected by the Director of Environment, two elected representatives from the BPCP to be

selected via a process chosen by the BPCP); and up to two third party co-optees (optional, nominated,

seconded and approved by majority board vote). It would be chaired by the Lead Councillor for Brixton

or Norwood, or their nominated deputy.

2.4 The Board would meet quarterly.

2.5 Any major decisions, or those with financial implications for Lambeth, would be subject to a separate

decision report to be discussed at the appropriate Departmental Management Team and subject to the

Council’s decision-making process.

2.6 The current Brockwell Park Management Team would continue to meet every two months as an

operations group, dealing with day-to-day management issues in detail.

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3. Finance

3.1 A formal strategic partnership board would provide an effective level of oversight for the management of

the park and would aim to increase income generation and ensure better accountability over expenditure

decisions.

There will not be any tangible costs arising from the creation of the Board, all costs would be contained

within the existing parks revenue budget. As per the current meetings held between the council and the

Brockwell Park Community Partners (the Management Advisory Committee), meetings will be held during

the working day. Administrative support will be provided by staff within the parks development team.

4. Legal and Democracy

4.1 No legal matters arising from this report’s recommendations.

4.2 The Council’s Constitution requires that issues of an important or sensitive nature will be published on

the Council’s website for five clear days prior to the decision being taken (Constitution, Part 2, Section

3), where this is required by the Cabinet Member or Director concerned. It is suggested that this

proposed decision is published on Officer Decisions in the interests of transparency. Any

representations received during this period must be considered by the decision-maker before the

decision is taken.

5. Consultation and co-production

5.1 By its very nature this report represents co-production and the proposal has been initiated by community

representatives – the Brockwell Park Community Partners – and developed in close consultation with

them. They are happy with the content of the report.

6. Risk management

6.1 A formal strategic partnership board will reduce the risk of poor and fragmented management decisions

being made in relation to the park. The Terms of Reference contain safeguards in the event of any

dispute over decision-making and the Board is only being constituted on the basis of a two-year trial.

7. Equalities impact assessment

A ‘Justification for not completing an EIA’ form has been completed and signed off. This is on the basis

that the report recommends improvements to the strategic management of the park and the decision

has no potential to negatively impact on target demographics.

8. Community safety

8.1 No direct implications

9. Organisational implications

None.

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10 Timetable for implementation:

October 2017: report published on Officer Decisions prior to approval.

November 2017: board created.

April-September 2019: arrangement formally reviewed.

November 2019: decision on future of board made.

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Audit trail

Consultation

Name/Position

Lambeth department

Date Sent Date Received

Comments in para:

Cllr. Sonia Winifred

Cabinet Member for Equalities and Culture

25/09/2017 26/09/2017

Sue Foster Strategic Director

Neighbourhoods and Growth

18/09/2017 20/09/2017

Raj Mistry Director of Environment

Neighbourhoods and Growth

10/07/2017 14/08/2017 Throughout

Yvonne Hardy, Assistant

Head, Directorates

Valuation and

Strategic Assets

05/09/2017

Jo Phillips Head of Strategic Business Development

Neighbourhoods and Growth

18/08/2017 18/08/2017

Donna Wiggins Head of Sports and Leisure

Neighbourhoods and Growth

18/08/2017 22/08/2017 Throughout

Doug Perry Associate Director, Environment

Neighbourhoods and Growth

18/08/2017

Andrew Ramsden Head of Finance

Corporate Resources

06/07/2017 06/07/2017 3. Cleared

Michael O’Hora Senior Contracts Lawyer

Corporate Affairs 22/06/2017 06/07/2017 4. Cleared

Alex Harris Democratic Services Officer

Corporate Resources

22/06/2017 26/06/2017 4. Cleared

Procurement Board N/A - - -

Report history

Original discussion with Cabinet Member 26/06/2017

Part II Exempt from Disclosure/confidential accompanying report?

No

Key decision report No

Date first appeared on forward plan n/a

Key decision reasons

n/a

Background information

None

Appendices

Appendix 1 – Brockwell Park Partnership Board Terms of Reference

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APPROVAL BY OFFICER IN ACCORDANCE WITH SCHEME OF DELEGATION

I confirm I have consulted Finance, Legal, Democratic Services and the Procurement Board and taken

account of their advice and comments in completing the report for approval:

Signature ________________________________ Date ___30/10/2017______

Kevin Crook, Head of Neighbourhoods

I approve the above recommendations:

Signature ______________________________________ Date 7 November 2017

Sue Foster, Strategic Director Neighbourhoods and Growth.

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Appendix 1

Proposals for Strategic Partnership

For Brockwell Park

Between Lambeth Council

and

Brockwell Park Community Partners

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Contents

1 Terms of Reference (ToR) glossary and definitions 10

2 Brockwell Park Community Partners – Vision Statement 11

3 Brockwell Park Partnership Agreement 13

4 Brockwell Park Partnership Board - Terms Of Reference 14

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1 Terms of Reference (ToR) glossary and definitions

Bona fide Groups/community partners

All organisations seeking formal membership of the BPCP must be based in the London Borough of Lambeth or South London and have a bona fide interest in the Park:

Be a non-profit organisation or social enterprise

Have a written governing document (for example, a constitution, memorandum and articles memorandum and articles of association, set of rules or trust deed);

We expect organisations with a membership to be open to all and allow anyone to join, unless there is a good reason why this is not appropriate.

Budget holding responsibilities

In the event of a specific budget being identified for work in the park, it will be clearly linked to specific delivery activity, outputs and outcomes to be agreed between LBL and BPCP in a Service Level Agreement or other appropriate document.

Such document will clearly allocate responsibility for ensuring the implementation of the budget as defined by the agreement

Chair of Park Partnership Board

The Park Partnership Board will be chaired by the Lead Councillor for the area, or his/her deputy.

Communications, marketing and public relations

The BPCP will undertake, through the Partnership Board to monitor and provide feedback on the effectiveness of communication, marketing and public relations activity undertaken by LBL to ensure that a consistent message is relayed to the public.

Delegated authority London Borough of Lambeth recognises that to provide all the activities and services required by the community it will need to work in partnership.

As appropriate, LBL may delegate authority for the delivery of specific activities and services as part of the partnership approach.

Event and Sports Coordination

The Partnership Board will be responsible for and have ultimate authority over the events and sports planning and delivery in the park. It will be responsible for ensuring all events delivered in the Park are compliant with the Park Management Plan (for example frequency of events, gaps between events, audience numbers, health and safety requirements, notice periods for residents etc.) and are in full compliance with appropriate regional and national standards or protocols.

The BPCP will be encouraged, through the Park Partnership Board to monitor, record and report any issues raised by park users or community partners regarding the events and their bearing on the Park.

Maintenance Day-to-day operational activities required to ensure that the park retains its status as a community asset for the benefit of the public.

Management LBL Officers have a duty to manage the parks in accordance with the agreed Grounds Maintenance Specification, the Park Management plan and their legal obligations and commitments as employees of the LBL, and as identified in their contractual roles and responsibilities.

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Monitoring The BPCP will undertake to provide feedback and constructive criticism to the Operations Manager (or whoever at the time is responsible for overseeing the parks maintenance) and/or the Partnership Board on the delivery of the Park Management Plan, following discussion at general meetings of the BPCP.

Park maintenance contracts and oversight

LBL Officers will have duty to oversee contracted and direct labour activity in the park in accordance with their legal obligations and commitments as employees of the LBL, and as identified in their contractual roles and responsibilities. The BPCP will be encouraged, through the Park Partnership Board to provide feedback on progress against stated plans and make recommendations on identified areas for improvement. This feedback to be made in the first instance to the designated Operations Manager (or whoever at the time is responsible for overseeing the parks maintenance)

Park Management Plan The Park Management Plan identifies the operational plans for the effective and efficient day-to-day management and maintenance of the parks, in accordance with the shared vision identified in the Park Master Plan as a community asset for the benefit of all sections of the community

Park Master Plan Approved by the Park Partnership Board, the Park Master Plan identifies the shared vision and strategy for guiding the future planning, management, programming and funding of the park as a community asset for the benefit of all sections of the community.

Park user and bye law issues

The LBL and partner agencies, will be responsible for ensuring the enforcement of bye laws relevant to the park.

BPCP will be encouraged, through the Park Partnership Board to monitor, record and report any issues raised by park users and any breaches of enforcement identified. This feedback to be made in the first instance to the designated Operations manager (or whoever at the time is responsible for overseeing the parks maintenance)

Review volunteer strategy

BPCP will be encouraged, through the Park Partnership Board to contribute to achieving the volunteering strategy by assisting to define potential roles for volunteering in the Park.

Strategic decision making The Park Partnership Board will be responsible for making recommendations to officers for all strategic decisions regarding the park and for the development of the Park Master Plan.

Annual Report Report for stakeholders on the park’s past activities, achievements and successes of the past year, as well outlining future planned activities.

2 Brockwell Park – A Vision Statement The proposals for a partnership agreement are structured around achieving the objectives as set out in the

vision statement below. This statement may be varied from time to time by agreement of the Parks Partnership

Board in full consultation with parks users.

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Brockwell Park is a valued green space whose management and development will aim to keep in balance the

following objectives:

Inclusion / Access / Diversity of use: to maximize the use of the Park as a community asset and a resource for the long term benefit of all sections of the community

Heritage: to preserve and enhance its heritage assets: the historic features and landscape integrity

Ecology and Bio-diversity: to maintain and enrich its ecology and bio-diversity

Sustainability / Quality: to achieve the highest standards with environmental and economic sustainability as guiding principles

Promotion / Safe / Welcoming / Stimulating: to promote the Park by providing a safe, welcoming and stimulating environment for recreation and education

Community Involvement / Future Management: to create a working partnership for the on-going and future management of the Park between the Council, stakeholders and the local community

Deprivation / Regeneration: to play a leading role in the regeneration of the surrounding area and counter social and economic deprivation, by promoting the local economy and employment.

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3 Brockwell Park Partnership Agreement – Terms of Reference

3.1 Purpose

To establish a formal partnership with Lambeth for the strategic management of Brockwell Park, between

London Borough of Lambeth(LBL) and Brockwell Park Community Partners (BPCP), through a new Brockwell

Park Partnership Board (BPPB).

3.2 Aims and Objectives

Provide a long-term strategic plan for enhancing the park and its amenity value to all sections of the community

provide open, transparent and accountable management of Brockwell Park

ensure management of the park is consistent with the agreed Parks Management Plan

enhance the role of the community in the management of the Park

3.3 Responsibilities and Lines of Communication

LBL Council

The Council shall:

Be responsible for the overall management of the park

provide as much policy, financial and contractual information as possible to enable informed decision making by the Partnership Board

Keep the BPCP informed on all Council matters, works, activities, events and communications relating to the Park

provide administrative support to the BPPB

Brockwell Park Community Partners

The Brockwell Park Community Partners shall:

be constituted to include and involve all organisations or groups located in the London Borough of Lambeth or South London with a bona fide interest in Brockwell Park

fairly represent the views of all stakeholders and park users

provide a channel for stakeholder views and representations to LBL

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4 Brockwell Park Partnership Board - Terms of Reference The Brockwell Park Partnership Board (BPPB) to comprise elected members and officers of Lambeth

Council (LBL) with representatives of the Brockwell Park Community Partners (BPCP) and to act as the shared

and accountable decision-making body for all strategic park management issues.

4.1 Remit

To act as the strategic decision making body for the Park, developing its Management Plan and deciding

on future development of the Park

BPPB will ultimately be responsible and accountable for all strategic decisions regarding the park and this will be in accordance with the Park Master Plan.

4.2 Responsibilities

Approve the Brockwell Park Management Plan and strategic objectives

Approve the Business Plan

Agree future allocation of monies raised from fund raising, income generation, sponsorship and new revenue streams, in accordance with Park Management Plan

Generate additional funds through fundraising and income generation activities to be spent according for the benefit of the Park

Agree fund raising, sponsorship and revenue generating activities

Agree Budget/Finance Plan, spending allocations and priorities

Agree park maintenance and repair schedules

Consider proposals and recommendations from officers

Agree the level and detail of public reporting

Approve the content of an agreed Brockwell Park Annual Report

Act as arbiter in cases of dispute

4.3 Decision Making and Accountability

The Board would strive to make recommendations for decisions by consensus but the responsibility for the

final recommendations would ultimately rest with the Chair of the board (Lead Councillor for the area or his/her

deputy) and Head of Service, ensuring that all strategic and financial recommendations requiring formal

decisions are progressed through the Council’s approval processes.

4.4 Representation and Membership

The overall structure of the BPPB would reflect the accountability model set out in 4.3. Representation on the

board would be equally distributed between the council and the community partners with the lead councillor or

other council nominated person being the chair with a casting vote.

Community Partner: Elected Officers of Brockwell Park Community Partners

Co-optees: Partners, third sector and other agencies

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LBL Officers: Senior Parks officers

LBL elected councillors

The minimum composition of the board would be 4 members and the maximum shall be 8

4.5 Frequency of Meetings

The BPPB would meet quarterly or in exceptional circumstances when called for by 40% of the board.

BPCP Open Public Meeting:

The BPCP commits to hold a Quarterly public meeting, open to all stakeholders and members of the general

public to inform and explain and for the public to express their views and ideas for the Park.