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working together – working smarter
working together – working smarter making it happen – 19 working together – working smarter Having a common vision is not enough – successful delivery of outcomes through greenspace requires a partnership commitment to working smarter. This may involve joint working (projects or greeninverness partnership programmes with partners working together) The greenspace strategy for Inverness but often it is simply about working in a more developed by the greeninverness partnership coordinated way – better alignment of policies clearly identified actions for all partnership and activities. This reduces duplication and members and also identified where these wasted effort and allows partners to work actions were extensions of, or adjustments to their strengths – with specific partners to, existing work. This joint ownership of the prioritising different types of greenspace or strategy and its delivery has been crucial to the different uses of greenspace but with everyone ongoing success of greenspace in Inverness. understanding each other’s contribution to the Initially, the partnership had a Development wider agenda. Officer who worked with the Partnership Steering and Advisory Groups, Highland Council’s Planners and greenspace scotland to develop the greenspace vision and strategy for the city. At the end of the Development Officer’s contract, delivery of the strategy was both adopted by the greeninverness partners with example nd xcellent a the recommended actions being included into Th is is an e ip development mainstream work programmes. The greenspace of p artnersh ing greenspace of action plan has now been integrated into the tream ence of mains Whilst the pres ed Inverness elements of the Single Outcome . lp activities ment Officer he ion Agreement and, as a result, Highland Council a Develop gether the vis th has committed £500,000 for community g to ng in drawin ess, it is the stre rtners focused greenspace projects identified in for In vern e pa mitm ent of th is vision the action plan. and com nsuring that th e which is elivered. is being d 20 – making it happen making it happen – 21 evaluation support third sector delivering greenspace communities playing their part If our aim in developing and managing Many Scottish local authorities have identified The work of the community in Ardler in auditing greenspace is to deliver priority outcomes, then aspects of greenspace ‘activity’ where local and monitoring the condition and quality of it is essential that we evaluate the contribution or national third sector organisations are well local spaces has already been described in that greenspace is making. placed to provide services which complement the ‘understanding the greenspace resource’ the Council’s own delivery. This includes the section. In 2005, greenspace scotland developed the running of Green Gyms by BTCV Scotland greenspace Learning Evaluation and Planning and local environmental trusts working with Elsewhere, Glasgow Community and Safety (LEAP) framework to assist in outcome focused communities to develop new greenspaces or Services are implementing an on-line local planning and evaluation. to reinvigorate existing ones. A good example environmental quality tool called GLEAMS. of the latter is the work of the Edinburgh Using this tool, community volunteers will The LEAP framework was used to develop the and Lothians Greenspace Trust and City of be able to add to the work of local authority greeninverness strategy and to identify the key Edinburgh Council to ‘turn around’ a failing staff to produce a more accurate measure of greenspace outcomes for the city. In its support park at Hailes Quarry in Wester Hailes environmental quality that will help monitor and facilitation role, greenspace scotland has (see ‘managing spaces sustainably’). and improve the city’s environment. The city- recently been working with the greeninverness wide GLEAMS score will be made public, with partnership to develop a LEAP-based “Working with third sector partners like anyone able to check how their neighbourhood framework to evaluate the impact of partner the Edinburgh and Lothians Greenspace score compares to the city-wide average actions in delivering the strategy. Trust brings many advantages. They can by typing their postcode into the website. provide a much stronger focus on a specific Service managers from a range of services This framework is now being adapted for use by and agencies will be able to access more the wider Community Planning Partnership for greenspace whereas mainstream council services may be relatively thinly spread” detailed reports on specific indicators and all strategic (outcome-focused) evaluation. neighbourhoods of the city, in order to monitor www.greenspacescotland.org.uk/leap “At Hailes Quarry, ELGT were able to find the effectiveness of management interventions and access a much wider range of funding that aim to improve local environmental quality. and significantly grow the budget for works and community activities. They provided “We have already recruited 50 Neighbourhood an ‘anchor’ for the project and a focus for Improvement Volunteers and they will be community engagement in the Park” beginning to assess their local areas in 2009. We expect that the information which they Parks Development Officer, City of Edinburgh Council provide will identify priorities for services and agencies and opportunities for community based action” Clean Glasgow Community Involvement Manager www.glasgowgleams.com 22 – making it happen The Community Woodlands model shows that communities have the aspiration and capacity to take a much larger role in decision- making and management and highlights the range of approaches to community ownership and management which exist. In some cases, communities own and manage local woodlands through a specially constituted community group: Crossgates Community Woodland In 2005, the 16.5 hectares of woodland in the ur ighlight o g former mining village of Crossgates in Fife was amples h in the first ever land sale under Community Right These ex n that, in the com ing to Buy legislation. This required the setting up of e xpectatio ill see an increas e ew th Crossgate Community Woodland Association; years, w layers involved in . This p e the group now manages the woods for range of nt of greenspac rment e e community benefit and for conservation. managem mmunity empow ent of co er alignm ths of is about tt about be ng In other cases, the community manages some but also wing on the stre uality or all of the local woodland but the land remains actio n, dra reste d in q rties inte in the ownership of a public body: all the pa e. ac greensp Drumchapel Woodlands Woodland in and around Drumchapel is owned by Forestry Commission Scotland but much of the management is carried out by the Drumchapel Woodland Group – a group of local residents. This relationship has been so successful that in 2008 the Woodland Group were awarded the Tim Stead Award for Social and Community Forestry for their work in Garscadden Woods. There are also examples where land ownership lies with an already established community anchor organisation but management is the responsibility of a more focused community greenspace or woodland group: Lochend Woods, Dunbar Ownership of Lochend Woods in Dunbar was transferred to the Dunbar Community Development Company in April 2007 as part of a planning agreement with local developers. Management responsibility was given to the Dunbar Community Woodland Group who developed a comprehensive management plan for Lochend Woods and now actively manage the woods for community, education, recreation and wildlife purposes.
"working together – working smarter"