Castlemilk Environment Trust aims to restore the natural environment of Castlemilk and encourage the provision of paid employment/training for residents.
Overview
AIMS:
To promote charitable schemes for the benefit of the inhabitants of Castlemilk and the public as a whole and, to: -
(a) restore the natural environment of Castlemilk, including openspace, countryside edge, conservation and extension of existing woodland,
provide a quality environment;
(b) encouraging through contracts the provision of paid employment/training for residents.
CONCEPT
The original environmental concept of creating a quality environment, whilst addressing the problems linked to the poor perception of the area and sheer physical nature of the landscape, i.e. elevated, exposed, steep and north facing is still relevant. However added to this is that more emphasis is now needed to secure the improvements already made, by ensuring an adequate level of investment in maintenance and management.
This document must be seen as a model of community participation and needs therefore to be widely consulted on including its further development in terms of the issues tackled. This will be through the vehicle of the Partnership's Sub-Groups and wider consultation with community groups. This may lead to extra work in finalising this document and the projects detailed within, however the Trust is committed to a "bottom-up" approach. The Trust also encourages community participation in its own meetings.
OBJECTIVES
From the above aims & concept a series of objectives have evolved which can be used as guidelines for future developments involving the green spaces of Castlemilk in the following subject matters:
1. EXISTING WOODLAND; 2. BIODIVERSITY; 3.FORESTRY PLANTING; 4.WATERCOURSES; 5. FOOTPATHS; 5a. LANDMARKS; 6. OPEN SPACES/PLAY AREAS; 7. GATEWAYS; 8. MAINTENANCE/MANAGEMENT; 9. COMMUNITY PARTICIPATION; 10. MONITORING.
KEY PARTNERS
Key people at the time of the establishment of the trust included the present Chair, a long-term (25 years plus) Glasgow City Council Planner, Communities Scotland (what was Scottish Homes) and Castlemilk Partnership.
FUNDERS
The trust has attracted overall funding of £530000 to its latest project, Castlemilk Peak. Overall since 1996 it has attracted over £2 million in funding.
Capital component:
Landscape Forestry Contract £250; Building £180K;
Overall Heritage Lottery 50%
Heritage Lottery - £250K;
ERDF - £128K
Entrust - £90K
Communities Scotland - £20K
Trusts own funds - £40K
Council - fund maintenance £60,000 per year
Community side of the funding: UVAF, Robertson Trust, Sports Scotland, Treefest ('excellent')
The trust is also moving towards charging for the project officer's time as a professional.
THEMATIC PRIORITIES
Glasgow; parks/ gardens; open space; local amenities
Plan
AIMS AND OBJECTIVES
Castlemilk Environment Trust was established in January 1996 in response to a document produced by the original Castlemilk Partnership, part of 'New Life for Urban Scotland'. They did an 'Environmental Action Plan for Castlemilk' which detailed 20 landscape sites that required work on them to bring them up to standard. The trust was formed later by the partnership in order to progress the work that had been agreed by the partnership. A project officer post was established to champion environmental measures. The model for the Trust was the Drumchapel Environment Trust (a purely Council body).
OUTPUTS
'Castlemilk Park is just beginning' - it's a long-term project.
Long term plans through housing associations as well for maintenance.
In 2000, the 'Gateways' project created 5 sculptures, and ended with a conference of 60 participants who discussed public art; and suggested ways of using artists to design projects. Consultants Bowman and Bradley helped design the new project - Reputations - 'A Public Art Programme of Social and Environmental Interaction'
18 artist-led projects will result in 5 Permanent Landmarks (Such as community garden, mosaic), 10 artist placements (eg biodiversity planting scheme; food, diet and health campaign from an artist, furniture, pathways creation), 2 long-term process-based projects (eg outdoor furniture) and one documentation project for an overview:
"18 artists of local, national and international reputation & will directly enhance or physically change the landscape of Castlemilk".
At moment, 35% funding secured from Scottish Arts Council Lottery Fund - £350K and £137K ERDF.
Progress
CURRENT ISSUES/ EVENTS
Green Space Scotland is a new body which we'll be talking with to complement our work - they are respecting our work in this area and not in competition. The various environmental trusts are talking about working together to collaborate with bodies like Green Space Scotland.
Review
OUTCOMES
Over time of trust, £2 million plus brought into area from grant aid. See the other sections for the story of what has been achieved specifically with Castlemilk Park - essentially, an ongoing stream of new projects, gradually growing volunteer base (12 at present), and awareness raising about the Park. Easterhouse Environment Trust and others (eg West Dumbartonshire) are now being established to benefit from effectiveness of the Castlemilk model.
MEASURING ACHIEVEMENTS
Achievements are measured using informal feedback from Volunteers; Formal - training is always evaluated; surveys of need and we will do a follow-up survey at some point
Staff will evaluate own performance (through recent training on a Leadership for Change course)
Plus all the funder evaluations - eg ERDF, hard indicators
NEED FOR PROJECT
Castlemilk Park was defined as a local park in Glasgow City Council's 'Parks and Open Spaces' strategy published in the mid-nineties, linked to policy statements acknowledging the economic, ecological, visual and social benefits local parks can bring to local communities. The strategy indicated a clear commitment from Land Services to maintain the park. However, the Council didn't have the money to implement this until the Trust went after the funding in order to carry out the project.
The Trust priorities - to look at major projects in a comprehensive way to 'finish off' areas of Castlemilk. Redevelopment was happening a lot in the built environment (ie houses) but not in the open spaces, which were being left in a semi-derelict state.
PROCESS
In close collaboration with the council, which committed itself to the long-term maintenance of improvements made to the Park, funding was secured to recondition a bridge leading up to Castlemilk Park; then a landscape and forestry contract was secured; finally, funding was secured for a Community Parks Officer to increase local involvement through events and awareness raising.
A street survey was conducted, with the help of CEDA Community Research Project, to ask peoples' view about the landscape. The people carrying out the survey were trained how to read the maps and trained about the landscape, as well as in how to carry out the survey itself, so people could orientate themselves. The basic questionnaire involved questions about current and potential usage of the park, factors limiting usage, and considered facilities, activities and names for the area.
People weren't all that aware about the landscape around them, and didn't use it, so were then asked 'what are the barriers to you using this landscape'. The survey made contact with 20 community groups (50% response rate), 167 people met on the street 'and 46 young people' through the youth services group (workshops). Key barriers to use of the park included gang violence, territorialism, broken bottles, burnt out cars.
The name 'Castlemilk Park' was picked after considering responses to the questionnaire.
In October, 2001, a new Community Parks Officer was appointed to get the community involved. Every community group in the area was contacted, along with all the schools ( some of whom who had already some contact previously helping with planting, wildlife seeding in conjunction of contractors doing the work. The first event was a cycle run working with another community group. The first years' programme 'went down a real treat' - eleven events (one a month). A community open day was also held. Where possible, local businesses are used for minibus hire, cakes, computer etc. Most recently, 15 kids participated in a survey (despite earlier difficulties getting consent from parents due to 'apathy') identifying ideas for future action in the park, such as sparrowhawk boxes.
LOCAL INVOLVEMENT
'Partnerships are the only way you can do it - otherwise you wouldn't survive round here'. There are 140 community organisations of every variety in Castlemilk alone.
Developing relationships with the other community groups in the area has been essential. Volunteer Project, Community Forum, 'Community Action Team have been amazing' - they help people get funding for their projects, are on a lot of committees and well networked. Key individuals within CAT and others also very helpful.
Also, the Trustees have been 'extremely useful' - with links to funding, other groups, aware generally of what's going on Glasgow and Castlemilk-wide to make sure you're fitting in to other projects - don't want to step on any toes. One trustee is also the head of Castlemilk Partnership, we have those connections first-hand.
The Tower Children Centre - base of the kids group - partnership now developed where their staff are available once per month.
10/12 stable volunteers are directly involved. They've been very keen. Aged 16-60. Help out at events, assist Castlemilk Park Young People's project - for kids age 6 upwards. Other projects - such as 16/17 year olds who used to steal cars but worked with us and went away more aware than they were before.
Local volunteers came through the Castlemilk Volunteer Project ('more or less an official partnership' - they're based in the same corridor as the Trust - 'well handy').
In the wider population, there is a lot of apathy. But the trust is getting more enquiries from general population as time goes on - such as can you do a guided walk; can you do a mural at the refugee centre (at the Baptist Church) - 'That was really hard work - but really good to get it finished'. The Church has now employed a youth worker ' working with us prompted that', who is now wanting to do more work with the Trust.
The Trust report they have tried to involve local people as trustees but it has proved difficult 'simply because there are so many management committees around here & community overload'. From June 2003, one of the volunteers has agreed to be a Trustee but in order to do this, she has to be insured against liability (as the Trust is not a company with limited liability). [Note: Customs and Excise Charities section, Edinburgh, is able to help organisations identify their liabilities]
The Trust structure has proved effective to date as 'all of the people on it are professionals, and that helps us in a number of ways in that they know what's required and say 'let's get on with it'. 'The meetings going smoothly'. Trustees are generally working for organisations which have partnerships with the Trust - such as the Council.
'We have very strong links with the Council and Communities Scotland - because there's a large amount of housing development in the area'. A Community Rep comes to some of the meetings - he's in the Community Forum and can take things 'back to the community'. Anybody's welcome to the Trust meetings. Susan has a background working with young offenders, which has been helpful.
Local involvement is much higher now than at the start of the project. Learning - you need a team of two at least to cover the community side, and the management/fundraising side.
Continued interest in the project is generated by:
- Lots of advertising, new events, asking volunteers for their ideas. We do a training needs analysis& people go on to work, or training.
Park is still getting burnt out cars etc, but volunteers monitoring the maintenance of the park
EXTERNAL INVOLVEMENT/SUPPORT
Most Trustees come from partner organisations.
COUNCIL: Land Services staff; Environment and Conservation Officers; Design staff.
The Trust secured maintenance funding for Castlemilk Park for the service in the council who will do this work by lobbying for it directly.
5 volunteers from America were extremely useful. .
The number of external groups numbers over 50. The two staff talk to two different networks - BTCV, Green Space Groups, SNH, SEPA< Communities Scotland, outside ranger services, 6 different departments in the Council, access forums etc etc (see also other elements of the write-up)
We work closely with other organisations that are involved in the project. A significant part of our work relationship with the Council will develop along the lines of holding the Council to its maintenance commitments, as well as continuing with new project development. The Park project has relied on in-depth knowledge about how the Council works, its commitments, policies, systems and people, and developing working relationships with allies across many departments of the Council.
A development worker is essential. Matthew is the development worker.
There were a large number of organisations working already in Castlemilk - we are integrating our work in with them.
LESSONS LEARNT
Funding and time - though we've always been able to get over them. Have to set aside time&
Very difficult to evaluate people's attitudes; Treefest evaluation wasn't appropriate - 5 page document
Involvement levels we didn't expect - an unexpected social outcome
Success grows success - can see Castlemilk getting a reputation for environmental excellence in a few years' time; will go into alternative energy, wind farm etc..
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