Core Landscapes @ Growing PlacE16How to use temporary sites for local growing, social enterprise and community benefit

Table of Contents

Executive Summary .........................................................................................................................................................................................................................2Introduction ..........................................................................................................................................................................................................................................3How to use this document .........................................................................................................................................................................................................3

11.. Growing Interest .....................................................................................................................................................................................................................4Vacant Land Problems .........................................................................................................................................................................................................4Vacant Land Opportunities ..............................................................................................................................................................................................5Making Things Happen .........................................................................................................................................................................................................7

22.. Core Landscapes: Track Record ..................................................................................................................................................................................... 8

33.. Core Landscapes at Growing PlacE16 ....................................................................................................................................................................10Project Context: Canning Town and Custom House Regeneration Area .......................................................................................... 10Growing PlacE16 project development actions and achievements ........................................................................................................11Growing PlacE16 outcomes over the first 18 months ...................................................................................................................................13Personal stories from Growing PlacE16 user groups ......................................................................................................................................14 Personal stories from Growing PlacE16 individual volunteers ...................................................................................................................15Unique aspects of the approach to Growing PlacE16 ...................................................................................................................................16

44.. Core Landscapes: Future Growth ..............................................................................................................................................................................17Vision ..........................................................................................................................................................................................................................................17Growing PlacE16 Development Opportunities Summer 2011 - Summer 2013 .......................................................................... 17AA.. Developing the site environment .........................................................................................................................................................................17BB.. Supporting the Activity Programme ................................................................................................................................................................... 21

Developing the Social Enterprise .........................................................................................................................................................................22CC.. Revenue ............................................................................................................................................................................................................................. 23DD.. Capital ................................................................................................................................................................................................................................. 25

55.. Project Development Toolkit ........................................................................................................................................................................................26Project Checklist .................................................................................................................................................................................................................. 26Project Partner Roles, Benefits and Relationships .............................................................................................................................................28

66.. Useful References and Resources ..............................................................................................................................................................................29

77.. Supporters and Partners ................................................................................................................................................................................................ 30

AAppppeennddiixx 11 Growing PlacE16: Local Need .................................................................................................................................................................... 31

AAppppeennddiixx 22 Core Landscapes / Growing PlacE16: Costs and Funding Year 1 (Mar 2010 - Mar 2011) .......................................32

MMaarrcchh 22001122,, OOnnlliinnee VVeerrssiioonn 22This report has been published online by Core Landscapes

and will be updated periodically at www.corearts.co.uk.

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Research, compilation and images: Anita Nadkarni, placemarc

Matt Machouki , Core LandscapesPaul Monks, Core Arts

The project continues to be supported by many volunteersand partners but particular thanks are due to

the following individuals: Sarah Braithwaite, Canning Town and Custom House

Regeneration Project Sam Clarke, Canning Town and Custom House

Regeneration ProjectPeter Gay, Head of Parks, LB Newham

Aggrie Chikiwa, Anchor House UKSara Watson, Community Childcare Service / Parkside

Gardening

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Executive Summary

Vacant land is a characteristic of many urban neighbourhoods. It could be a site cleared for future development or simplyempty or unmanaged space that has no function. If neglected these spaces often become derelict or misused - erodinga neighbourhood's environment, quality of life and reputation.

Exploring the alternatives for vacant land has gained momentum and encouraged more creative uses and stewardship.In many places where development is taking longer to progress there is particular interest in 'interim' and 'meanwhile'uses that improve local resources and stimulate activity as part of the place-shaping process.

Meanwhile uses include activities such as markets, exhibitions and events that create vibrancy and can help change theidentity and value of forgotten sites. The environmental impact of urban development has led to much support fortemporary green spaces on sites available for longer. Commonly, these sites are grassed or seeded but these oftenremain passive spaces - wasting an opportunity to engage people.

Across the UK and elsewhere a number of projects are pursuing the wider potential of temporary green space inresponse to the demand for space to garden and grow food locally. Vacant sites are being transformed by temporaryallotments, community growing as well as market-scale initiatives - creating spaces that are multifunctional and productive. Alongside the environmental benefits these projects create places for people to meet and have the chance to be activeand creative. Community-facing initiatives provide a platform for informal learning and training and can help build socialcapital and enterprise. A strength of many examples is the improved inclusion of disenfranchised local people.

Core Landscapes is a social enterprise that has been working in this context since 2003 aiming to bring about socialchange locally through inclusive and participatory environmental projects. As part of Core Arts, an award winningcharity committed to promoting mental health, Core Landscapes trains and mentors mental health suffers as part of ateam that offers high quality horticultural services.

This report shares Core Landscapes' experience of setting up a social enterprise plant nursery on land available fortemporary use in Canning Town, East London. Here the social enterprise has supported wider objectives to improvelocal opportunities for growing, volunteering, skills development and events. The pilot provides a model for collaborationbetween local authorities, not for profit organisations and development partners in areas seeking creative and functionaluses for vacant land.

The project's temporary nature has encouraged experiment and growing spaces have been set up with a view to'moving on'. This relocation potential means the maturing project can have an immediate and positive impact onproblem sites and potentially establish a rolling programme within localities. Positive outcomes for individuals, localgroups and partnerships also indicate a longer term potential that can be harnessed to support community development.

The desire to develop the transferable and resilient aspects of the pilot phase, locally and further afield, has promptedthe production of this report - to share the possibilities and lessons learned as tool for future growing initiatives ontemporary sites.

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Capture the value of pilot phase highlighting elements that could be developed or transferred.Provide a resource for developing further participation, projects, partnerships and funding to support the GrowingplacE16 pilot site and other sites in Canning Town and Custom House.Provide a practical tool for developing Core Landscapes' social enterprise plant nursery in other locations.Share learning on the issues, obstacles and approaches to project development.

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Introduction

This report has been produced by Core Landscapes drawing on published research, project reports and guidancetogether with interviews, on-site learning and evaluation of Core Landscapes' pilot at Growing PlacE16. The mainpurpose of the report is to:

How to use this document

The report can be read as a whole although sections are organised for readers to find the most relevant information.

SSeeccttiioonn 11 is aimed at rreeaaddeerrss wwhhoo aarree nneeww ttoo llooccaall ggrroowwiinngg iinniittiiaattiivveess aanndd //oorr ffiinnddiinngg aalltteerrnnaattiivvee uusseess ffoorr vvaaccaanntt llaanndd..It gives an overview of the environmental, social and economic issues associated with vacant land. In contrast, theopportunities are presented to help make the case for action.

SSeeccttiioonn 22 provides ppootteennttiiaall ppaarrttnneerrss with a background to Core Landscapes' role as a social enterprise and a summaryof achievements since its set up in 2003.

SSeeccttiioonn 33 provides a ccaassee ssttuuddyy ooff tthhee GGrroowwiinngg PPllaaccEE1166 pprroojjeecctt in Canning Town in East London where Core Landscapeshas been a lead partner. This documents the development and outcomes of the social enterprise model on vacant landas it awaits redevelopment.

SSeeccttiioonn 44 presents the development plan for Core Landscapes' social enterprise model over the next three years. Thispresents the opportunities for the current site and longer term development aims for the social enterprise model. Thissection will be used and revised as a working document for projects, partnerships, fundraising and business planning.

SSeeccttiioonn 55 is ddeessiiggnneedd ttoo aassssiisstt ootthheerrss wwhhoo aarree iinnvvoollvveedd iinn ssiimmiillaarr iinniittiiaattiivveess.. It identifies the roles and relationships thatcontribute to a successful project and provides a project development checklist.

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1. Growing Interest

Turning vacant land into temporary green space has generated both local and strategic action in many parts of theUK and elsewhere. Projects serve a multitude of interests and efforts to improve local amenities, combat misuse,find positive uses for land awaiting development and create space for local action and enterprise to flourish.

Some void spaces are grassed over or seeded to encourage biodiversity, combat the effects of climate change orsimply improve appearances. However, these spaces often remain inaccessible and without function - wasting anopportunity for us to enjoy nature 'hands on'. Initiatives that promote the active and productive use of land arebetter placed to encourage social and economic development.

CABE and greenspace scotland have produced policy and project guidance and the relevant aspects of this work arereferenced in this summary of the problems and opportunities for vacant land.1

Vacant Land Problems

EnvironmentalNeglected sites can become derelict and misused, negatively effecting people's quality of life and the perceptions of anarea. Whilst many neglected spaces may be colonised by plants and wildlife they can also become sites for fly tippingand antisocial behaviour. Maintaining security or actively managing sites that become a nuisance or hazard can be anongoing drain on resources.

SocialIn many parts of the UK regeneration and redevelopment results in a changing landscape of vacant sites over manyyears. The pattern fragments neighbourhoods and challenges efforts to maintain a sense of place and community.Living surrounded by often hoarded and unattended sites is depressing, dampens aspirations and perpetuatesconcerns over neighbourhood safety. The sense that 'nothing is happening' creates uncertainly and frustration andcan deter people from investing in their neighbourhood.

EconomicThe detrimental effects on the environment and community well being have an impact on an area's economic vitalityand prospects. Local businesses will suffer and poor perceptions will do little to attract new business and investment.The cost of dealing with problem sites must be considered against the opportunity cost of realising their potential asa resource that can generate financial and community gains.

For relatively low cost a number of positive outcomes can be realised for a broad spectrum of partners, where freshthinking and creative approaches can transform sites from a burden into an asset.

1 See Section 6 for Useful References and Resources.

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Vacant Land Opportunities

Local Growing SpaceAt the heart of many examples is the rising interest and demand for space to garden and grow produce locally,particularly in urban areas. Beyond benefits for the local environment: local growing initiatives bring opportunities topromote social interaction, healthy eating, physical and mental well being.

Approaches include Gorilla Gardening, school and community-led projects, as well as local authorities or organisationsacting as facilitators for a number of sites or users in a particular area. Some provide allotments for individuals whilstothers are organised for collective growing or income generation. In the current economic climate initiatives that cangenerate income are well placed to fill funding gaps and establish more self sustaining approaches.

Training and EducationCommunity growing spaces provide a base for developing horticultural skills for both experienced and new growers.Schools can enrich the learning experience and resources available to pupils by facilitating offsite projects and accessto expertise. Projects run by community and voluntary sector groups extend practical experience to landscape design,maintenance and management: providing informal learning and training for people often excluded from meaningfulwork activity.

Nurturing an awareness of the environment and building the local green-skills base is vital to developing the greeneconomy, where there is an acknowledged shortage of skills. 2

Supporting the Local AgendaCommunities are being encouraged to devise local solutions to their neighbourhood's needs including running localservices, improving, managing and owning assets and there is growing interest in social business. Vacant land can be usedto give organisations and businesses that support the community the chance to operate with less financial pressure.

Community EngagementWorking with local people to develop green spaces draws individuals, as well as the collective community, into shapingchange in their area. Projects that encourage an inclusive approach and broad ownership can be a starting point forinformal partnerships and build a neighbourhood's networks and social capital. Creating something positive is rewarding,brings people together and gives people something to be proud of and celebrate. Examples particularly highlight theability for projects to improve the inclusion of disenfranchised local people.

Growing on vacant plots on inner city estates. www.what-if.info/index.html

Permaculture forest and garden on unused land around commercial buildings on an industrial estate.http://www.opensquares.org/detail.php?square=Alara

2 CABE (2009) Grey-to-Green and CABE Space (2009) Public Space Lessons, Improving Green Space Skills

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Place-ShapingThe nature of such projects supports a key aspect of shaping places: nurturing the relationship between people andbetween people and their environment. Beyond direct project outcomes this can encourage alternative approaches toplanning that are influenced by participation and social patterns. Inclusive approaches to urban development help revealthe character and potential of local places. Establishing new associations, identity and uses for previously dormant spacescan transform their public profile: creating particular advantages for areas with regeneration goals.

Temporary sites also bring distinct opportunities:

Creativity, experimentation and testing what worksWith less risk than initiatives formally tied into long term development agreements; temporary spaces can accommodatemore trial and error. They can provide sites for new ideas and less traditional activities to be tested alongside ideasproposed within formal plans. Encouraging people to come forward and 'have a go' could identify uses, partners andapproaches to the development and management of space that may not have been considered.

Developing relations, partnerships and sustaining momentumSmaller, manageable and more immediate actions can generate buy-in and collaboration that helps build and maintainmomentum. Seeing things change on land owned by public authorities and developers in response to local people'sinterests can improve often tired, or tense, relationships and trust between parties that need to work together overthe long term.

Signalling change The recent down turn in the economy means that a number of planned schemes have stalled and sites cleared fordevelopment may remain dormant for some time. Creating more positive uses can signal that interest in an arearemains live and plans are progressing.

Landscape holding sitesTemporary green spaces can be used as holding sites for plant stock or as nurseries to grow plants and trees for thelandscaping of planned developments. This offers developers the cost effectiveness of purchasing younger plants, whilstlocal communities benefit from an improved environment at an earlier stage. Possibilities exist for communities to gainhorticulture skills and experience and potentially take responsibility for managing local operations. Temporary projectsoften generate ideas for innovative, portable solutions, which allow growing spaces and landscapes to be moved: offeringlong term, rolling, approaches for areas with a number of vacant sites.

Pennsylvania Horticultural Society POP UPS! Temporary herb and vegetable production areas promote localgrowing and awareness for PHS’s City Harvest program, whichprovides fresh produce for underserved residents. http://philadelphiagreen.wordpress.com/2011/06/13/phs-pops-up-a-new-garden-at-20th-market/

A temporary nursery and training to care for trees to be plantedthroughout a Manhattan neighbourhood.http://www.urbangardensweb.com/2009/09/18/manhattan-vacant-lot-becomes-temporary-tree-nursery-and-cultural-space/

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Making Things Happen

The ObstaclesThe opportunities and benefits outweigh the problems presenting a good case for temporary green projects, howeverchallenges exist that have tended to stall efforts - particularly when working with temporary sites. The issues to benegotiated include:− Landownership is often unclear and complex− Concerns that land will not be returned to its intended long term use− Opening sites for public access increases management, insurance and legal responsibilities− Rigid planning designations for long term land uses often mean planning permission is needed − Responsibilities for a site may change between phases of demolition and redevelopment− Funding for temporary works or revenue support is relatively hard to attain

Finding SolutionsRealising the potential of underused land requires a broad range of stakeholders to act collectively and take a flexibleand holistic approach. Some of the key principles include:

++ Engage local and strategic partners++ Manage expectations and have an exit strategy++ Encourage partners to share the risks and responsibilities as well as the credit++ Encourage a mix of income generating, not-for-profit and supported activity

Section 3 provides a case study of the Growing PlaceE16 project to discuss the development of community and socialenterprise growing space on a vacant site available for two years. Here Core Landscapes has piloted its social enterpriseplant nursery to test the potential, and practicalities, of working with a wide range of partners (local authorities,developers, other not for profit organisations and community groups) to create the resource, expertise and income tooffer volunteer, training and employment opportunities within a disadvantaged neighbourhood.

Section 5 takes the lessons learned from the pilot and wider research to summarise the key roles, benefits andrelationships for different partners.

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2. Core Landscapes: Track Record

Core Landscapes is one of a number of entrepreneurial ventures set up by Core Arts, an award winning charitycommitted to promoting positive mental health.

Core Arts’ base in Hackney, East London, is a user-led Creative Training Centre with a yearly referred membership ofover 320 adults with severe and enduring mental health issues. Core Arts members are supported through creativeprogrammes (art, music, multimedia, creative writing, drama and horticulture) to develop their confidence, self esteemand skills. The associated social enterprises offer members training and work experience providing a bridge into socialand economic independence.

Core Landscapes focuses on bringing about social change locally through inclusive and participatory environmentalprojects. It provides high quality horticultural services engaging a disenfranchised group of mental health service userswho are at the heart of the enterprise's planning, development and delivery.

Core Landscapes was initially set up in 2003 and its achievements include:

Developing Core Arts Training in HorticultureCore Arts set up an initiative to manage a number of gardening contracts near its base in the London Borough ofHackney in 2003. Core Arts members work within the Core Landscape team gaining confidence, practical training andexperience in basic gardening skills, green space management and garden design.

The re-design, re-landscaping and long term maintenance of Homerton Hospital's gardensSince 2004 Core Landscapes has been contracted to maintain and develop the hospital's courtyard gardens. Usinginnovative design and interesting planting Core has redesigned and improved two of the courtyards. The gardens providea healing natural environment for hospital users and provide ongoing training and work experience for mental healthservice users.

Winning a contract with Ground Work East (2006)Funding from USB Bank enabled Core Landscapes to involve local children in planting 400 trees and growing a vegetablegarden in Homerton Grove Adventure Playground. The project increased the children's awareness of environmentalissues and land management and encouraged local biodiversity.

HHoommeerr ttoonn HHoossppiittaall courtyard re-design, landscaping and maintenance

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Commissioning the Boulder in Mabley GreenCore Landscapes invited the artist John Franklin to place this ambitious public realm sculpture as a local landmark inone of Hackney's parks. Climbing on the rock is actively encouraged and, in partnership with the Castle ClimbingCentre, Core ran a number of 'bouldering' workshops and events in the park. The project was funded by REAP andis part of the regeneration plans within Hackney which aim to benefit neighbourhoods hosting the Olympic Games.

Winning the Green Pennant Award for Core Arts Garden in 2008 / 2009Core Arts Garden has turned a derelict site adjacent to Core Arts Centre into a permanent resource and refuge. Theproject provides a base for extending Core Arts creative training programme through horticultural classes, gardendesign and volunteering. The project was listed as one of the best community managed green spaces in 2008 and theGreen Pennant Award is the highest national accolade for sites managed by community and voluntary groups. Thegarden is a well-loved social space and has helped to improve confidence, motivation, physical and mental well-beingamong users.

Core Landscapes' inclusive approach to green space design, programming and management means its projects are wellplaced to contribute to the wider community and neighbourhood development goals for local places. Core Landscapesbecame incorporated as a separate enterprise in 2009 and all profit generated through contracts continues to bereinvested in Core's charitable activities for example classes, workshops and events. The Boulder, Mabley Green, London

Gary: Life drawing in Core Landscapes Garden

London Development Agency, Recreation and Environmental Action Programme (REAP)

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3. Core Landscapes at Growing PlacE16

Our experience and creative approach has been brought to our latest venture, Growing PlacE16, in the Canning Townand Custom House Regeneration Project Area in Newham, London. Here we have worked with local regenerationspartners, community groups and the local authority to pilot the social enterprise nursery alongside community growingand events spaces on land lying vacant prior to redevelopment.

Project Context: Canning Town and Custom House Regeneration Area

Canning Town and Custom House is located in Newham's, 'Arc of Opportunity,' presenting the chance to develop amore sustainable urban district utilising the potential of the Lower Lea Valley. 3 The long term regeneration project aimsto transform the area through large scale physical, social and economic change. Approximately 1,200 homes will berefurbished and 10,000 mixed tenure homes built, which will double the local population. Good quality housing, moregreen space, better amenities, better jobs and lifestyle choices are ambitions for local communities.

The area has been among the most deprived neighbourhoods in England for some time.4 There are wide set needsto improve local life and ensure existing and new residents benefit from developments and feel part of the growingcommunity. The Growing PlacE16 project is one example as it aims to provide inclusive opportunities to improve localamenities, community interaction, ownership and identity through its response to local interest in growing, skills andenterprise.

The Boulder, Mabley Green, London

Gary: Life drawing in Core Landscapes Garden

CCaannnniinngg TToowwnn aanndd CCuussttoomm HHoouussee MMaasstteerrppllaann AArreeaa showing development sites (yellow) and enhancement sites (orange).

LLooccaattiioonn MMaapp showing Canning Town and Custom House Masterplan Area (shaded pink)

VVaaccaanntt SSiittee 11:: Canning Town and Custom House Regeneration Area. The vacant site was transformed by the Growing PlacE16 Project.

3 Lower Lea Valley Opportunity Area Planning Framework, GLA, adopted 20074 Refer to Appendix A providing ONS Neighbourhood Statistics, Indices of Multiple Deprivation and local survey data.

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Growing PlacE16 project development actions and achievements in the first 18 months

Winning Eco-Minds, Changing Spaces, Funding in 2009 for the set up of a Social Enterprise Nurseryon underused land within a disadvantaged neighbourhoodCore Landscapes' initial discussions with LB Hackney failed to come to fruition and the opportunity to bring the projectto Canning Town was identified. Eco-Minds funding meant Core Landscapes could establish a substantial presence ona vacant site by constructing nursery polytunnels and funding part time Project Manager and Volunteer TeamCoordinator roles to support the social enterprise and community activities.

Establishing a working relationship with Canning Town and Custom House Regeneration TeamDemolition on the 12 proposed development sites in the area was well underway in 2009 leaving remainingcommunities with an unfamiliar and uninviting environment fragmented by hoarded sites. In January 2010, the localregeneration team agreed a strategy for positively managing the meanwhile - prior to redevelopment - which aimedto bring vacant sites into use to benefit the community or generate income.

A strategy was also in hand to consider cultural development within the changing community and urban setting. Thisencouraged the use of vacant sites to improve the breadth of cultural opportunities, explore local interests, encouragenew partnerships and animate changing spaces within the area.

Over one thousand people were on Newham's allotment awaiting list and a recently established grow-bag allotmenthad been successful locally. Therefore after an initial canvass of interest Vacant Site 1 was identified as a pilot fortemporary uses to provide space for local growing, cultural activity and events. As part of the eventual town centredevelopment the site was key to improving local identity, ownership and inclusion as part of the place-shaping process.

Core Arts came forward as a prospective partner able to take on responsibility for the site and develop a projectthat responded to local needs and aspirations. LB Newham was able to offer the land on a peppercorn rent and inreturn Core Landscapes would use their expertise to manage site activities and operations.

Building capacity and new partnerships...'

Our local community networks need support so weneeded a partner who could take on a substantialamount of responsibility and work closely withcommunities to support the growing and creativeprogramme and Core Arts have proved to be just that.

The initial response is great and has brought lots ofpeople and local community groups together whowouldn't normally interact.

It has become a much loved local place and hasgenerated a lot of enthusiasm. Core Arts areinvaluable as they have brought a new level ofexpertise and we feel people have responded to theirhands-on approach to the project.'

Sarah BraithwaiteNeighbourhood Coordinator, Major ProjectsCanning Town & Custom House Regeneration Programme,London Borough of Newham

Vacant Site 1 after the demolition of Clarkson Point tower block,November 2009

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Gaining funding for site enabling works from London Thames Gateway Development CorporationThe London Thames Gateway Development Corporation were key partners in regeneration plans and had investedin the London International Festival of Theatre, aiming to host events in Canning Town in summer 2010. Vacant Site 1,near the station, was a preferred location and a grant of £55K was awarded to clear demolition rubble and preparethe site for safe and accessible public use. A condition of the grant was for works to be complete by April 2010,allowing 12 weeks to procure and complete the contract. Close working between partners and funders agreed tomanage the risks of undertaking the works prior to planning approval and operational arrangements for the fulltemporary use period being confirmed.

Canning Town and Custom House Regeneration Team funded a consultant to help develop designs, apply for funding,scope and manage the capital works and submit a planning application.

Gaining Planning Approval for the Temporary Change of Use and initial site set upThe early months of 2010 focussed on developing a scheme for approval by the local planning authority and raisingfunds and donations for materials to build community planting areas. A steering group was set up to help appraiseproposals, sell the idea and establish local contacts and partnerships.

Local firms, organisations and contractors liked the idea and donated materials and time to assist the site set up. Theseequipped the project with a mains water connection, site toilet facilities, cycle shelter, recycled materials for raisedplanting beds together with donations of top soil and manure. A small grant was awarded by Capital Growth to builda shelter for users.

Core Landscapes built prototypes for raised beds and coordinated Core members and volunteers from localorganisations to construct forty raised beds in the first three weeks. On-site staff have helped continually developcommunity growing areas as ideas and materials have come forward.

Attracting users, formulating user agreements and site management arrangementsThe project concept responded to the interest expressed in local growing, however there was no established pool oflocal residents associated with the particular site. The aim was to designate beds to groups rather than individuals toensure growing space was widely accessible and well used.

Local organisations who had volunteered to help build planting areas were keen to take on growing space. Theopportunity was also advertised to other local groups and community forums resulting in fifteen local organisationstaking up space for the first growing season.

Core Arts worked alongside Canning Town and Custom House Regeneration Team to finalise the lease, managementand user arrangements and support community group users set up their own forum that meets once a month.

Early 2010: Vacant and planned demolition sites adjacent to Canning Town Station.

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Growing PlacE16 outcomes over the first 18 months

Secured funding from Ecominds, along with other small grants, has been matched by in-kind support, donations and socialreturns totalling approximately £200,000 over the project's first 18 months.

The project has given commercial firms and contractors the chance to contribute to the local community. Their supportincludes the water supply, volunteers and materials to build community planting and recreation areas.

Core Landscapes has provided 8 - 10 regular volunteers with training and work experience each week in horticulture,landscape design and management. Annually, an additional 40 volunteers participated occasionally. Alongsidedevelopment of the nursery and site maintenance, their efforts have created a pond, mobile grass platforms andpetanque courts.

Over 1500 volunteer hours on site have been recorded so far.

Three volunteers have moved on to gain employment.

15 community groups, involving 110 local people as volunteers, used community growing spaces in the first growingseason. All available growing space was taken up by local groups.

A wide spectrum of people are brought together. Users include organisations working with the homeless, widows, youngpeople, people facing abuse or learning difficulties; groups from community centres, schools, tenants associations, localcultural groups, Core Landscapes and local regeneration teams.

Some user groups supply their organisation's kitchens and gardens with produce and plants.

Events have included the London International Festival of Theatre, a launch attended by Newham's deputy mayor,growing taster events, a local dog show and a month of sports and leisure activity on a temporary beach. Theseattracted over 600 people in the first eighteen months.

A Community Arts and Enterprise Officer post was funded for six months via the Access to Jobs Fund to support thedevelopment of an Events Strategy.

Core Landscapes has won contracts to supply bedding plants, hanging baskets and design another local communitygarden space.

The architectural press featured proposals during the planning application period.

Local press covered the announcement of planning approval, launch and subsequent events.

Growing PlacE16 features as a case study on Capital Growth and Meanwhile Spaces websites.

Project partners, Rokeby School, hosted Radio 4's Gardeners Question Time in August 2011. 200 local people attendedthe recording helping to tell the story of local growing in Canning Town to millions of listeners. Our partnership work has led to new opportunities and starting from Autumn 2011, we hope that Core Landscapes'trainees will be able to join Serco's apprenticeship scheme supported by Newham Council.

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Personal stories from Growing PlacE16 user groups

Anchor House - residential / life skills centre forsingle homeless people

'The growing project provides meaningful involvement forour residents through a regular managed programme.There is evidence of confidence building and the majorityinvolved walk tall and smile and that's a sign that things arebeginning to change for them.

Our residents are able to share their growing experience withthe wider community. This builds bonds and helps change theperception of homeless people in the community.

Our service users enjoy hands on activity. They learnquicker that way and enjoy seeing physical change throughthe growing cycle. It's allowed us to put theory into practiceon health and well being enabling residents to plan theirmeals and ingredients. Produce is shared and we give freefood to project volunteers.

Many of our residents are substance or drug abusers and havea background of reoffending. This project has had an impacton their personal development. Making a regular commitmentand contribution teaches them to take responsibility.

For example, after getting involved one resident has beenmore willing to talk to staff about his issues and we've usedthe project as a vehicle to help him to address them.Another has gained enough confidence to compile a CVand has taken on looking after the flower baskets on thestreet outside Anchor House.

If anything we face an issue with some of our residentsdominating and denying others a chance to join in. Theyfeel strongly for the project, which has sometimes madeteamwork harder to maintain'. Aggrie Chikiwa Head of Education & Employment, Anchor House UK, Canning Town http://anchorhouseuk.org/

Powerhouse - charity helping women with learningdifficulties to lead independent lives

'Powerhouse use the growing space to raise our membersawareness of healthy living. We work with women withlearning difficulties, many of whom are obese. Usingvegetables is revolutionary for them and we’ve growntomatoes, beans and peppers this year which we’ve used toteach easy cooking using healthy ingredients.

The site is just five minutes away so we are able to rungrowing sessions twice a month involving 12-13 membersand 3 – 4 volunteers. We water other groups’ beds whenwe’re there and they do the same for us. It’s really had animpact as a health awareness project and has given ourmembers new skills and experience. Our projects aregenerated by our members’ interests and we’re raisingmoney to buy seeds and equipment to continue sessionsnext season'.

Nithya Nadar, Project Manager, Powerhouse

‘The kids go home dirty, hungry and tired sothey must be having fun’ Community Links, Canning Town

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Personal stories from Growing PlacE16 individual volunteers

Chris' Story: Volunteering to EmploymentChris studied fine arts and first worked with mental healthservice users during his volunteer work placement whilston the dole. This gave Chris the chance to combineinterests and run sessions providing Art for Older People.Paid work opportunities quickly came through to continueworking in the care sector. When he lost his job Chrisneeded recent work experience and again volunteering hasled him back into employment.

At Kentish Town City Farm, voluntary work with the ArtTherapy Group (part of Camden Creative Health Lab) andgardening workshops has led to paid work one day a week.

Chris knew of Core Landscapes and began volunteering at thesocial enterprise nursery in Canning Town during the firstgrowing season. Core Landscapes has now employed Chrispart time for six months initially to undertake general sitemaintenance. The hope is for his post to be extended so thatChris' creative experience can be used to support a wideractivity programme for mental health sufferers and volunteersat Growing PlacE16 and other Core Landscapes' sites.

Jonathan's Story: Regaining the confidence to return to work Jonathan suffers from severe reactive depression. He qualifiedand worked as a social worker but has been unable to hold aregular job for some years. Jonathan has been associated withCore Arts for 15 years: initially referred for art therapy but latervolunteering for administration and Centre Manager roles.These came to an end when he relapsed.

'I decided that becoming fully involved at Core's maincentre again wasn't right for me but felt that volunteeringat Canning Town offered the right level of motivation. I've

found the structure of having a place to come really goodbut don't feel anyone needs to explain how they have cometo be involved. The social aspect is useful in getting to knowpeople however and it's a relaxed place to be if people wantto open up. Working with John (Core's Volunteer Manager)there's space to find the jobs you like doing individually butalso to work together. I like the potential of moving theproject on. Volunteering here has given me the confidence toregain my skills and think about going back to work'.

Oliver's Story: Staying ActiveWe met Oliver on his first volunteering day at GrowingPlacE16 (April 2011), but he regularly volunteers throughNewham Volunteers scheme as a means for keeping activenow he’s retired. Oliver worked for London Transport, livesin Stratford and has been in the UK for 53 years and, in hisown words, 'has seen society change'.

‘I read in the advertisement that you could learn about soilpreparation and liked the sound of what they were trying toachieve down here. I wanted to learn something I coulduse at my own allotment in Cyprus (Newham). I’ve reallyenjoyed today and I have really learnt something. I’m goingto meet my pals later and tell them about my experiencehere today. I’m definitely coming back to give this 4 hourson Tuesdays'.

Oliver has come back each week and Growing PlacE16 hasbecome his main volunteering activity he says, 'this is the projectI get the most out of and I like what they're trying to do withthis space'.

16

Unique aspects of the approach to Growing PlacE16

A bottom up approach Core Landscapes has used their experience of working with disenfranchisedgroups and user-led programmes to encourage an inclusive, slow and organicapproach. This is important within communities where social capital is weak;where prejudices or preconceptions have limited community interaction; andwhere projects seek to attract people who tend not to be involved.

Working closely with the regeneration team who have worked with thecommunity over many years and having an ongoing presence on site weresignificant to gaining local buy-in.

A creative approach allowing for trial and errorThe creative professionals and members of Core Arts bring the desire toexperiment and innovate. This brings a sense that anything is possible andallows the unexpected to materialise. People need to feel they can look atthings afresh rather than 'pick and mix' predefined solutions. This has provedvaluable in situations where a project is loosely defined and seeks to beinfluenced by new partners and local interests, which have yet to be expressed.

Allowing for trial and error to build confidence, trust and know how is keyto developing local networks that can mature and work towards locally-owned solutions.

Providing an interface between different scales of interestCore Arts has nearly 20 years experience of working with individuals, whilst at thesame time delivering best value services to local authority clients, managing grantsand organising in-house and touring events. Growing PlacE16 has needed a hands-on approach capable of delivering benefits to individual participants whilstmaintaining the strategic development of the project with corporate partners.

Having experienced staff on-site has played a key facilitation role that has foundpractical ways for both individuals and larger organisations to engage in theproject increasing the potential for exciting partnerships.

Adapting the Approach

The initial concept for the Growing PlacE16events space was to provide a blank canvashoping to attract local and larger scale events tothe area. However, simply providing an emptyspace resulted in limited interest: perhaps due tocompeting opportunities in other parts ofLondon or the lack of funding to initiate activity.

Core Landscapes and Canning TownRegeneration Area team worked with volunteersand local contractors to adapt the approachand create a more favourable environment forevents and day-to-day use.

A pond and grassed platforms created a focalpoint and seating areas. The council'scontractors also carved benches out of pollaredtrees from an adjacent demolition site. Atemporary beach was later installed for thesummer (see final images in Section 4).

Conways (contractors) deliver sand for the beach June 2011 Pond, grass platforms and tree planting during construction, Spring 2011

17

4. Core Landscapes: Future Growth

Vision Growing PlacE16 has been a valuable and rewarding experience for Core Landscapes' development as a socialenterprise. Our ambition is to develop the sustainability of the social enterprise model to extend our current workand explore opportunities to develop transferable elements of our approach to other sites.

Our development plan for the next three years has three main areas of focus:

• specific opportunities on the Growing PlacE16 site for the extended project period• continuing opportunities in Canning Town and Custom House to move on to other vacant sites• developing the capacity of Core Landscapes' social enterprise model and building partnerships with new localities

Projects and activities listed under A and B of the development plan relate to Canning Town but test a number ofaspects of the project for longer term development. Planning the development of the social enterprise model, whichunderpins our area-specific work is brought together in tables C and D.

Growing PlacE16 Development Opportunities Summer 2011 - Summer 2013 The opportunity has arisen to extend the short term lease on the current site until Summer 2013 and we are workingwith Canning Town Regeneration Project partners to make the most of this potential. This affords more time to sharethe project's learning, develop local networks and explore opportunities to transfer successful and resilient aspects ofthe project to other local sites.

We have completed the first relocation so that developers can start preparation work, which has provided theopportunity to test more transportable elements of the site's infrastructure with a view to onward relocation.

A. Developing the site environmentThe aim is to develop the project's overlapping functions: CCoommmmuunniittyy GGrroowwiinngg,, CCoommmmeerrcciiaall GGrroowwiinngg,, FFoorrmmaall aannddPPllaayy LLaannddssccaappeess.

The first growing season focussed on managing access to the site for user groups, nursery activity and organised events.We have seen how the project has sparked enthusiasm and changed people's impression and experience of the localarea. We would like the site to be enjoyed by a greater number of people and want to develop ways of diversifyinginterest and use.

The projects listed set out to improve the environment for day-to-day users and events, create common projects forpeople to get involved in and develop the productive areas of the site.

18

1. Relocate community growing beds −Test the design and construction of raised planters that can be transferred to other sites. − Encourage community design and build solutions. − Provide volunteer and training opportunities in design and construction.− Open opportunities for partners to design prototypes. − Seek donations and grants for materials (see Capital section C). − Complete first relocation winter 2011 / 12.

2. Relocate Polytunnels and develop the social enterprise nursery capacity− Re-site the nursery polytunnels on railway sleeper foundations.− Explore flat bed truck and container options.− Establish tree nursery areas.− Provide volunteer and training opportunities in horticulture.− Seek donations and grants for materials (see Capital section C). − Review the feasibility of future sites.

Long haul relocation. Core Landscapes (photomontage)

19

3. Develop Formal & Play Landscapes

a) The Pond & Grass Platform − Construction completed by 4 volunteers during spring 2011. − Encourage informal use and events.− Review the potential to relocate / adapt on new sites.

b) Pétanque − Construction completed by volunteers in June 2011.− Develop the partnership with Croydon Boles Club. − Encourage informal use during site opening times. − Review the potential to relocate on new sites.

c) Beach and Beach Volleyball −Temporary beach and volleyball court completed with Conways in June 2011. − Summer 2011 programme completed. − Review the potential to repeat.

The Pond and Grass Platforms completed in early spring 2011.

Pétanque in action with Croydon Boules Club.

Beach Volleyball – A Day at the Beach / Core Arts Gig, 25th June 2011.

20

d) Crazy Golf− Set up an artist's residency for one day a week for 3 months to develop the concept. − Creative use of materials donated by contractors.− Community involvement in design process.− Provide volunteers with a creative opportunity and practical experience of design and construction.

e) Urban Beach Huts− Develop the partnership with UEL School of Architecture.− Raise funds for materials to build student designs on site.− Host an opening event, potentially timed with other London design and architecture events.− Develop the ongoing use of the huts e.g. to sell produce and host a wider range of small scale activity.

f) Test Ground−Test other ideas for Pop Up Play installations.− Encourage community involvement in design process.− Provide volunteers with a creative opportunity and practical experience of design and construction. − Invite designers and contractors working locally to contribute.

Bournemouth Centenary Beach Hut. source:www/urbanenrichment.co.uk

Playmo: pop-up-playground, Melbourne source: www/inhabit.com

21

B. Supporting the Activity Programme

A number of the environment projects aim to encourage informal activity as well as formal events. Core Arts willcontinue work with the steering group to explore the potential to host other users, raise revenue, as well as deliverspecific Core Arts events.

g) A Day at the Beach− Summer 2011 programme completed (including a month of events and Core Arts Gig on 25th June). − Develop ongoing activity with new partners.

h) Intervention Space - explore, test and exhibit− Provide opportunities for others to use the large scale space on site for interventions.− Promote experiment and innovation.− Support organisations to develop local links.

i) Retail and Sales− Establish a public sales point for community and social enterprise produce.− Provide volunteer opportunities to manage sales. − Potential brief or ongoing use for urban beach huts or other temporary installations.

j) Learning and Trainining− Formalise informal learning opportunities− Pilot informal learning courses− Develop apprentice partnerships

k) Link to wider EventsSuch as London Architecture Week, Open House, Queen's Jubilee, Olympic and Paralympic celebrations.

A Day at the Beach / Core Arts Gig 25th June 2011.

22

Developing the Social Enterprise

The first year's experience has proved that it takes time to establish contacts, win contracts and develop an appropriatescale of operation. The enterprise's social purpose and re-investment in local social and economic development isgaining recognition. For example, local organisations have been keen to supply their kitchens and gardens with produceand plants grown on the local site. One of our first season's clients, LB Newham, has increased this year's order to supplyhanging baskets borough-wide. Core Landscapes has also gained the status of an Approved Contractor to supplymaterials to Conway via Compete For.

We will use existing contracts to extend practical experience and training for Core members, volunteers and apprenticesfrom partner organisations. If we can increase the capacity of the Volunteer Manager and Support Worker posts weaim to pilot informal learning courses to help meet the demand for managed training opportunities.

Our fledgling partnerships with LB Newham, larger contractors and developers provide routes for developing a modelfor more small to medium scale commissioning within larger contracts. Our successful trials with sapling trees showthe project model is well placed to establish a rolling stock, a portable woodland, ready to create an immediate landscapeon successive sites, whilst maturing specimens for permanent landscape schemes. Equally, increasing local volunteeringand training will build capacity and diversify growing to respond to more bespoke contracts.

One of the most fruitful aspects of our approach is the value of being on site to seize opportunities and act as an enablerbetween a multitude of partners. Our role provides practical ways for partners to engage in the project and gives thewider community a point of contact allowing unplanned and exciting partnerships to form. Sections A and B illustratethe wider activities supported by on-site staff and our development plans prioritise enhancing key on-site staff posts(Section C overleaf).

The operational success of the social enterprise underpins all our activity in Canning Town and elsewhere, allowing usto re-invest in our members and partner communities. The Eco-Minds funding has delivered the first pilot phase ofactivity and moving forward we need to raise funds through winning contracts and supplementary funding toextend operations.

'It's difficult for enterprises of this scale to have the growing capacity to offer a competitive price. We areinterested in the project's contribution to neighbourhood resilience and the potential to train and employ localpeople. As a council we encourage our major landscape contractors to support local business and be sociallyresponsible and we encourage partnerships, which seem the key to developing the local operation. This yearwe've contracted Core Landscapes to supply hanging baskets again and I can see that smaller, specialist,growing is another good possibility for this scale of operation.'

Peter GayHead of Green Space, London Borough of Newham Core Landscapes polytunnels: hanging baskets

and hydro strawberry system (2011).

23

C.Revenue

The planned costs for the social enterprise nursery given below are skeletal costs, based on the first year. The intention is to expand key on-site roles as funding is secured.

Purpose, Monitoring and Evaluation

• Creative Workplan progression for Core members

• No of participants from other organisations

• Site development and maintenance• Programmes / activities

• Maintain partner relationships• Contract management• Manage staff• New business

• Manage stock• Schedule planting• Monitor / maintain planting

• New partners• New business• Interim roles• New partners / programmes• Evaluation and reporting• Fundraising

• Creative Workplan progression for Core members

• No of volunteers from other organisations

• Annual Report

Staff Costs

1. Volunteer Team Leader

2. Support Worker

3. Core Landscapes Manager

4. Nursery Manager

5. Director

6. Evaluation & Development

7. Volunteer and Training Programme

8. Accounts

Existing investment

Ecominds GrantSE Income

Ecominds GrantSE Income

Ecominds Grant

Ecominds Grant

Ecominds Grant

Ecominds GrantCore Arts

Ecominds GrantCore Arts

Skeletal Costs per annum

2 days / week£13,800

2 days / week£7,360

1 Day / wk£9,660

0.5 Day/ wk£3,640

£4,800

£ 2, 400

Budget Development Aims

Increase to 3 days / week £20,700. Potentially FT. 30 K / p.a.

Increase to 3 days / week, £11,385. Potentially FT. 16.5 K / p.a.

2 days / week during pilot (Ecominds).Interim role by Director.Re-establish 2 days / week £16, 560. 36K / p.a. (prorata)

Interim role by Director.Establish post 1 day / week £6,900. Increase to 2 days / week£13,800. 30 K / p.a. (prorata)

Maintain and balance against interim roles.42K / p.a. (prorata)

Maintain and increase to 1 day / week £7,280. 36K / p.a. (prorata)

Approx £400 / month for volunteer expenses food, transport & equipment. Increase by 20% per annum.

£200 / month.Maintain

Partner Opportunities and Specific Funding Targets

• Volunteer, apprentice and work experience services

• Joint funding to extend role

• Joint funding to extend role

• Joint funding to extend role• Local contracts

• Local contracts

• Local contracts• Local service partnerships

• Research / case study• Evidence base

• Joint funding to extend programme.

• Sponsorship for expenses: food, transport, equipment

24

Direct Costs and Premises costs are site specific and included here for information on the costs to be considered for new sites and projects.

Purpose, Monitoring and Evaluation

Purpose, Monitoring and Evaluation

Direct Costs

9. Insurance

10. Transport

11. Publications, Publicity & Marketing

12. Audit

Premises Costs(GrowingplacE16)

13. Rent

14. Rates

15. Water

Existing investment

Core Arts

Core Arts

Ecominds GrantCore Design

Core Arts

Existing investment

Peppercorn /donated in kind byLB Newham

Donated in kind byLB Newham

Donated in kind byBalfour Beaty

Skeletal Costs per annum

£110

£400

£2,000

£1,500

Skeletal Costsper annum

Estimated £2,000 p.a.

Budget Development Aims

£3,500 pa estimate

£2,400 pa estimate

Maintain

Maintain

Development Aims

Partner Opportunities and Specific Funding Targets

• Sponsorship• Joint marketing & publicity

Partner Opportunities and Specific Funding Targets

• Similar in-kind partnership arrangement with prospective sites

• Similar in-kind partnership arrangement with prospective sites

• Similar in-kind partnership arrangements with prospective sites

25

D. Capital

A number of capital investments are listed which would increase growing capacity. Whilst not essential for the continuation of the pilot project Core Landscapes are looking atoptions for developing a transportable growing infrastructure for transferring operations onto other sites. Items listed include costs for different possible approaches.

Social Enterprise Development

16. Stock and materials

17. Raised Beds: building materials

18. Hydroponic system components

19. Irrigation systems

20. Forklift

21. Small digger

22. Flat Bed Truck

23. Flat bed trailer

24. Shipping container

Special Projects / CommunityProgramme

25. Community design: Urban Beach Huts

Notes on Costs

Used

Used

Used

Curtain sidedUsed

Curtain sidedUsed @ 4200 ea

Notes

Relocate and develop transportable modules. Continue volunteer opportunities in design &construction.

Pilot / demonstration with strawberry growing.Summer 2011.

Funding / Grants /Donations

Plastic pallets, timber etc.

Funding / Grants /Donations

Cost Estimate £

10,000

7,500

5,000

2,000

6,500

10,000

15,000

10,000

12,600

Cost Estimate £

3,750• University of East London student design and construction input offered. • Some donations of materials via local contractors / some funding required. • Funding for tutor time required

26

5. Project Development Toolkit

Project ChecklistThe following checklist aims to help identify actions and the potential risks to assist project development and management.

Making The Case and Gaining Support1. Is there a local strategy or policy for vacant sites?

2. Are there local champions for example councillors, growing networks or community leaders? Share ideas early and gain their input.

3. Who will the project benefit? Identify joint interests with local communities, agencies and developers: are there particular local needs, deprivation issues or targets to respond to?

4. Can the project's contribution be quantified for example via social return on investment methods?

5. Are there comparable case studies, evidence or research to draw on?

Partnership Development6. Is there an umbrella organisation coordinating vacant sites and / or acting as an accountable body?

7. Is there an agency leading area development who can put you in contact with strategic and local partners? How involved do they want to be?

8. Identify individual landowners via the Land Registry, neighbours or the local planning department.

9. Which council departments need to be involved? Communications can take time and needs coordinating so contact individual planning, property, parks and legal departments as early as possible.

10. Engage local community groups, clubs and forums where these exist.

11. Manage expectations and consider the exit strategy with all stakeholders.

Feasibility and Funding12. How long is the site available for and how many growing seasons will this accommodate?

13. Are there plans for adjacent sites or roads that will affect the access or usability of the site?

14. Is the site contaminated, in need of remediation or isolated growing beds?

15. Are there funds planned for community engagement, land remediation or site security that could be drawn into the project?

16. Accessing funding through a local authority can require lengthy procedures. Ensure the project secures capacity to cover this where necessary.

17. Smaller grants awarded directly to groups may be more flexible and responsive to a project’s needs.

27

Legal Requirements18. The landowner will need to grant a lease or licence, which will require an accountable body to act as the lease

/ licence holder. Are there existing leaseholders or licensed users for the site?

19. Are there model leases that could be used as a starting point to save time and reduce legal costs?

20. Think about the interpretation and monitoring of commitments within the licence - what's the minimum required to make the project work?

21. Who will be responsible for public liability insurance?

Planning Consent for Changes of Use22. Are there any current planning applications or previous planning conditions to consider?

23. Planning permission will generally be required for projects that propose a change of use or erect structures that will be on site for more than 28 days. The planning decision process can take at least 8 weeks.

24. Planning applications, even for temporary uses, require drawings, design and access statements, transport plans and flood risk assessments. Speak to the planning department at an early stage to seek their support and agree the most efficient level of information required.

25. Are there opportunities for the local authority or development partners to provide in-kind support for technical aspects of the application.

26. Encourage the planning authority to be realistic and practical with planning conditions. For example Growing PlacE16 planning conditions required cycle storage and w.c. facilities on site. These were expensive, no one uses them in favour of using facilities at the adjacent local authority office reception: which also brings trade into the cafe.

Site Operations27. Support users to take on responsibility of site operations and development.....and let go of the lead appropriately.

28. User Agreements form the basis for onsite relations. Be realistic rather than deterministic and set up a user steering group to gain people's commitment to sharing ideas and responsibilities.

29. Monitor impacts and experience so that it can be shared and used to persuade funders, partners and policymakers to support the project and other associated initiatives.

28

Project Partner Roles, Benefits and Relationships

Project Roles and Relationships Benefits

LLeeaadd OOrrggaanniissaattiioonn • fulfil organisations aims and objectives• new delivery opportunities• increasing audiences / extending reach• new partnerships

LLooccaall AAuutthhoorriittyy• saving money on site security • enhance local services and amenities• local contracting and commissioning • maintain / improve local relations • contribute to regeneration goals e.g. social cohesion, health, volunteering, skills, environment

LLaanndd OOwwnneerrss // DDeevveellooppeerrss• saving money on site security • fulfil corporate social responsibility• maintain / improve local relations• local contracting and commissioning • raising an area's value for investors

DDeemmoolliittiioonn && CCoonnssttrruuccttiioonn FFiirrmmss • fulfil corporate social responsibility• maintain / improve local relations• local contracting and commissioning • recycling materials• apprentice training & experience

LLooccaall UUsseerr GGrroouuppss• local growing space• space for joint projects• increase capacity for fundraising• influence local area changes

FFuunnddeerrss• meeting funding objectives• develop good practice & case studies

KKeeyy

Direct Project Relationships

Connections within wider area programmes and developments

DDeemmoolliittiioonn && CCoonnssttrruuccttiioonn FFiirrmmss • site set up e.g. water, services, • materials• volunteers - labour• apprentices

LLeeaadd OOrrggaanniissaattiioonn• accountable body• site management• volunteer coordination• project development • develop enterprise opportunities• fundraising • evaluation

LLaanndd OOwwnneerrss // DDeevveellooppeerrss• project champions• agree land use• legal agreements• funding & in-kind support• contracts & commissions

LLooccaall AAuutthhoorriittyy• project champions• agree land use• legal agreements• planning negotiations & approval• funding & in-kind support• contracts & commissions

FFuunnddeerrss• project development support• share expertise• seed and match funding• assessment and evaluation• publicity

LLooccaall UUsseerr GGrroouuppss• share ideas • support / mentor others • contribute to site management maintenance

• set up user group• fundraising

29

6. Useful References and Resources

Research and GuidanceCommunity green:Using local spaces to tackle inequality and improve health. Cabe (2010)Community-led spaces: A guide for local authorities and community groups. Cabe (2010)Grey to Green:How we shift funding and skills to green our cities. Cabe (2009)Guide to green space apprenticeships. Cabe (2009)Improving green space skills: public space lessons, Cabe (2009)Land in limbo - making the best use of vacant urban spaces: public space lessons, Cabe (2008)Meanwhile Use: Business Case and Learning Points. Undertaken by SQW Consulting on behalf of Meanwhile Project(2010) No Time to Waste, Meanwhile Project (2010)Redundant Land: Barriers, opportunities and strategies for community use. MSc in Spatial Planning Dissertation, HeulwenDavies, Oxford Brooks University (2010)Social Return on Investment (SROI) Analysis of the Greenlink, a partnership project managed by the Central ScotlandForest Trust (CSFT). greenspace scotland (2009)Stalled spaces: delivering community and environmental benefits through temporary greenspace. greenspace scotland (2010) The social value of public spaces. Worpole, K. and Knox, K. Published by the Joseph Rowntree Foundation (2007)The true value of community farms and gardens: social, environmental, health and economic. Federation of City Farmsand Community Gardens (2009)This is somewhere I want to stay: The voluntary sector's contribution to place-shaping. Molynuex, P. Published by theJoseph Rowntree Foundation (2007)

Organisations / websiteswww.capitalgrowth.orgwww.farmgarden.org.ukwww.green-space.org.ukwww.greenspacescotland.org.ukwww.groundwork.org.ukwww.meanwhile.org.uk

Temporary Green Space Projects Bradford Urban Gardenwww.bradford.gov.uk/bmdc/regeneration/Bradford+Urban+Garden

Dirty Hands, Newham, Londonhttp://www.dirtyhands.org.uk

Lent Space, New Yorkwww.lmcc.net/cultural_programs/lentspacePennsylvania Horticultural Society POP UPS!www.pennsylvaniahorticulturalsociety.org

Sow and Grow Everywherewww.sowandgroweverywhere.org

The Vacant Lot Project, Albany, New Yorkwww.suite101.com/content/vacant-lot-project-in-albany-new-york-a131883

What if projects > growingwww.what-if.info

30

7. Supporters and Partners

Supporters:AccentureBalfour BeatyBouyguesBywatersConwayJF HuntSercoTransport for LondonCanning Town and Custom House Regeneration Area Project

Community Organisations and User Groups:Anchor HouseBalaam Street Tenants' and Residents' AssociationCanning Town and Custom House Cultural AssociationCommunity Links Families ProjectCroydon Boules ClubDirty HandsExning-Tyas Tenants' and Residents' AssociationFatama Community CareJohn F Kennedy SchoolNewham Community RecyclingNewham PanachayetParkside GardeningPeacock GymnasiumPower HouseRoekby SchoolThe Scout Association

31

Appendix 1Growing PlacE16: Local Need

Canning Town and Custom House Regeneration Area is among the 10% most deprived neighbourhoods in England,particularly experiencing: • Low levels of economic activity, skills and qualifications• High levels of limiting long term illnesses, health problems or disability that effect residents' daily activity. 5

Low social capital is expressed by residents': • Low satisfaction with their local area.• Opinion that the local area has got worse in the last two years. • High concern over 'Teenagers hanging around', 'intimidating group behaviour', vandalism, graffiti and other deliberate damage.

• Low levels of neighbourly interaction. • Low numbers of people who thought of themselves as, 'similar to the people who live in their neighbourhood', or, 'liked opportunities to mix with people they wouldn't normally meet'.

• Low perceived influence over decisions affecting their neighbourhood. 6

Large scale transformation is proposed over 15 - 20 years involving 10,00 new homes, revitalised town centres, newjobs and amenities. At present former housing sites are being cleared creating an unfamiliar and unwelcomingenvironment, which has an impact on the community structure and local services. There is an identified need to'manage the meanwhile', positively to benefit remaining residents and bring people together to shape change. 7

Newham's communities identify cultural activity as important to quality of life and community well being. Howeverat present:

• Canning Town and Custom House residents have very limited access to cultural and creative opportunities.8

• Local people want better quality, affordable, local activities that respond to their interests. 9

• The area has a wealth of social heritage; and local groups that struggle to engage with the scale of the area's changing conditions in a sustained way.

The Canning Town and Custom House Regeneration Project Team has aimed to encourage locally-defined culturalactivity to raise involvement, build partnerships and the capacity to meet ambitions for the longer term.

5 LB Newham Information Management System, ONS Neighbourhood Statistics 2001 and Indices of Multiple Deprivation 2007. 6 Newham’s Liveability Survey (2009), which included a booster survey of residents in Canning Town and Custom House Area Forum. 7 Managing the Meanwhile, Canning Town and Custom House Regeneration Area Strategy for Vacant Sites, 2010. 8 Canning Town and Custom House Cultural Planning Framework (2010)9 Newham's Market Research Report, Communications and Taking Part in Cultural and Creative Activities, 2008

32

Appendix 2Core Landscapes / Growing PlacE16: Costs and Funding Year 1 (Mar 2010 - Mar 2011)The table below shows the funding and in-kind contributions over the first year of the GrowingplacE16 project. This particular site required considerable clearance and levelling, which was part of planned work for the key development site. In many cases sites will be more readily useable.

Notes

Painted by ELBA Accenture 7 community payback team

Notes / Estimated value of donated items

1 day / wk, 2 days / wk at peak periods

1 day / wk, 2 days / wk at peak periods

1 day / wk

4 days total 2010 - 2011

TBC as combined with Core Arts

Estimated 2,000

Site clearance and levelling

Consultant architect/ project development

Ground works

Toilets (supply & fit)

Repair Hoarding & infill openings

Painting Hoarding (inside & outside)

Provide & install & relocate Metal Gate

Repairs to roads & footpath

Load bearing tests

Social Enterprise Nursery Set up + Yr 1

Polytunnels

Volunteer Team Coordinator

Core Landscapes Project Manager

Director

Evaluation and Development

Stock & materials

Insurance

Transport

Promotion, printing, publicity

Rent

Rates

Water

Audit

Cost £

6, 400

33,544

10,124

3,650

2,250

2,400

2,532

500

61,400

Cost £

5,871

8,463

10,560

4, 944

1,960

9,379

110

308

154

1,410

43, 159

Funding / Grants / Donations

Funded by Canning Town & Custom House RegenerationProject

Funded by UDC Grant

Funded by UDC Grant

Funded by UDC Grant

Funded by UDC Grant

Funded by UDC Grant

Funded by UDC Grant

Funded by UDC Grant

Funding / Grants / Donations

Funded by Ecominds Grant

Funded by Ecominds Grant

Funded by Ecominds Grant

Funded by East London Mental Health Trust (ELMHT)

Funded by Ecominds Grant

Funded by Ecominds Grant

Added to Core Arts premium

Funded by Ecominds Grant

Funded by Ecominds Grant

Peppercorn / donated in kind by LB Newham

Donated in kind by LB Newham

Donated in kind by Balfour Beaty

Funded by East London Mental Health Trust (Core Landsacpes)

33

Notes / * Estimated value of donated items

*

*

*

*

*

*

*

Pollarded tress

Community Growing Spaces Set up + Yr 1

Standard Pallets

Top Soil 60 Tonnes

Manure

Water Butts

Shelter

Bike Stands

Grow Bags (Rubble Sacks)

Scaffold Boards

Gravel

Container

Timber

Water (supply pipes & connection)

Paint

Rollers & Trays

Keys

Wooden Rustic seating

Tyres

Groundex Liner

Cost £

100

1,200

50

60

970

9,300

120

160

420

700

n/a

5,897

140

210

30

n/a

n/a

250

19, 607

Funding / Grants / Donations

Donated by JF Hunts

Donated by JF Hunts

Donated by Bywaters

Donated by Newham Community Recycling

Paid for by Capital Growth

Paid for by TFL

Donated by JF Hunts

Scaffix

Donated by JF Hunts

Donated by JF Hunts

Donated by Newham Community Recycling

Funded by Balfour Beatty

Funded by LB Newham

Funded by Accenture

Funded by Capital Growth

Donated by Balfour Beatty

Donated by Newham Community Recycling

Funded by LB Newham

Total costs and funds raised to complete year 1 £ 124, 166

Total costs and funds raised to complete year 1 £ 124, 166

Supported by:

corearts

Contact:

paulmonks@corearts.co.uk

Core Landscapes, March 2012,

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