The Scottish Government

Illustrates: Strategic approach by local authority / value of a Greenspace Officer / Community Planning and Local Plan integration

The Project

The process to appoint a Greenspace Officer for East Dunbartonshire Council ( EDC) began in 2001, following a debate on the direction of the Council's green space resource sparked by internal pressures to ensure the delivery of Best Value spending. These discussions tied in with the Countryside Around Towns Review by Scottish Natural Heritage. Although green space upgrades and enhancement work had been undertaken, they were progressed on a piecemeal basis, often taking no account of the needs and aspirations of the local community. An internal staff reorganisation brought together two Access Officers, a Biodiversity Officer and a Greenspace Officer, based in the Planning Department. Combined resources from Planning, Education and Environment were used to match fund resources available from Scottish Natural Heritage to fund the additional post.

Approach / Process

The approach has worked well and the following actions have resulted from the setting up of the Team:

• An interdepartmental Greenspace Forum was set up, which meets monthly to review progress, set targets and make decisions on actions
• The first major task was to audit over 200 parks and green spaces to assess and provide recommendations / actions for each space
• A typology, based on the PAN 65 typology, was developed for all the 200 parks and green spaces and a linked GIS (Geographical Information Systems) database developed
• The Greenspace Audit received a Commendation in the Scottish Executive / RTPI 'Quality in Planning' Award 2003
• The second major task involved the development of a realistic and achievable Greenspace Strategy, including a detailed Action Plan, progressed through a series of workshops involving a range of EDC departments (Environment, Community Planning, Connect Services, Planning, Education etc.) and external agencies ( SNH, Greenspace Scotland etc.)
• Green space standards for new residential developments will be incorporated into the next Local Plan
• The Greenspace Strategy will be adopted through the Local Plan process

Strengths

• Interdepartmental approach to planning, design & implementation of high quality open spaces
• Meaningful inclusion of EDC's Community Planning partners in the process and input from through a range of mechanisms involving community representatives
• Platform from which planning applications are assessed and influenced. Standards will strengthen the decision making process
• Integrated Greenspace team, well placed to make informed decisions
• Policy adopted through the Local Plan process
• Action Plan identifies future priority projects

Weaknesses

• The existing set of standards were prepared ahead of the Strategy process, to meet another Council deadline

Opportunities

• Additional benefit of fostering a much clearer understanding of green space issues
• The Strategy has raised the profile of green space within the Council

Threats

• Continuation of the Council commitment to the process and internal resources
• Internal / external resources to fund the Officer post

Key Lessons

• One of the first Scottish local authorities to complete the process of developing an Open Space Strategy and appoint a dedicated Greenspace Officer
• Consultative approach to Greenspace Strategy development
• Formation of the Greenspace Working Group, which has been hugely beneficial for service delivery and provides connectivity with wider strategies and Community Planning
• Demonstrates good inter-departmental, external agency and community partnership working
• The Strategy process has established a firm basis for reviewing open space standards as they are included as a task in the Action Plan, which has been agreed by the relevant Council Departments

Illustrates: Strategic thinking on 'planning gain' / developing a 'level playing field' and transparency about open space needs / working with Private Sector / establishing structures for funding

The Project

5 years ago, Aberdeenshire Council appointed a dedicated Planning Gain Officer to advise, negotiate and collect contributions from developers submitting planning applications. The Council received the Quality in Planning 2002 Award for "Community Orientated Developer Contributions", which the judges found to be an admirable example of innovation in a difficult area of planning. The Council's approach had transformed the process of planning gain, making it a fair and consistent means of securing contributions for making good deficits created within community infrastructure arising from new development. It had extended planning gain to all significant types of development.

Approach / Process

At the start of the process, the developer is invited to discuss the planning gain implications of a proposed development, even before they buy the land. The Planning Gain Officer, who operates separately from the Planning Department, has developed systems for estimating the impact and requirement for planning gain for each type of development (local demand for parks, schools, community buildings, sewerage, transportation, etc). The requirement is that the calculation of planning gain must be reasonable and linked to the development.

Planning gain funds are 'ring fenced' and put into a separate named savings account in the name of the developer. Each element of the sum is apportioned for a particular use, for example 50% is allocated to community facilities or recreational provision etc. Aberdeenshire Council has developed various standards, such as school space standards and libraries space standards, which are applied to the proposed development. Currently, land value in Aberdeenshire can absorb these costs. The Planning Gain Officer administers the fund, ensuring that the funds are spent within a five year period or returned to the developer. The monies can be used as match funding for other funding streams. Examples of open space provision include parks, woodlands, recreational opportunities, path links and amenity green space.

Strengths

• Joined-up thinking on open space, community facilities and sports provision
• Fair and transparent planning process for developers
• Discussion and negotiation, which can result in a both quantitative and qualitative enhancement including higher quality design
• Operates separately from the Planning Department
• Enables the local authority to positively influence the site layout
• Discussion of plans at an early stage of development ensures that agreement can be reached and high quality provision achieved
• Allows planning infrastructure needs to be factored into land values

Weaknesses

• Open space is considered along with other infrastructure and community facility requirements and may become a low priority without the framework of an Open Space Strategy / open space standards approach

Opportunities

• Delivery of multi-functional open spaces and sports facilities in a co-ordinated process
• Integration into larger area master plan led and strategic land release

Threats

• Officer acts at 'arms length' of the Planning Department and success is dependant on the strength of individual Officer personality
• Continued Council support for the post

Key Lessons

• Use of Section 75 Agreements to secure open space and other community benefits
• Innovative ways of levering in funding / fixing budgets
• Effective negotiation with developers
• Transparency of approach and building up trust with developers
• Local communities and new communities directly benefit form the funds
• The process has ensured that developers make a contribution to the cost of public services, which are made use of by their development.

Illustrates: Strategic approach by local authority / value of open space team / Community Planning / Local Plan integration / setting of standards

The Project

In 1999, Dundee City Council published its Public Open Space Strategy, with the aim of ensuring that the City has an adequate provision of open space in and around communities that meets the needs of all. Eleven Council departments and three external agencies were involved in the strategic planning and management of the city's open space. One outcome of this strategic approach has been the development of the Dundee Green Circular, a landscaped footpath and cycleway which will eventually encircle the City, providing citizens and visitors with safe and attractive links to parks, places of interest and open countryside. The Council is concentrating on country park and city parks, with a major capital programme of 25% of the departments capital spend and a rolling programme of park upgrades. The Public Open Space strategy is integral to the Local Plan so a legal basis has been established, which is a valuable tool to help decision making. The Strategy has had other policy and initiative spin-offs, for example, development of a Home Zone in Liff hospital grounds, Ardler regeneration initiative and regeneration of Baxter Park back to the original design of Sir Joseph Paxton. The Council aims to set up "Friends of groups" for each park.

Approach / Process

The outcome of the Open Space Audit and Strategy is the development of the 'Dundee Standard', which sets open space standards for different city zones. The application of this standard has identified open space deficiencies throughout the city, which will be addressed through developer contributions / Section 75 agreements and other Council projects. The Strategy has been completed, setting out the following:

• A three-year action plan for safeguarding and improving public open spaces
• An open space hierarchy ranging from spaces with a city-wide function to those serving neighbourhood and local requirements
• Accessibility standards and management objectives for each level of open space provision
• A requirement for the development of master plans for all of the major parks in Dundee

Work is underway to develop the actions that have come out of the Action Plan, including:

• The development of further strategies, including a pitch strategy
• A wider footpath network is being developed, under the City Council's Paths for All Initiative, using the Green Circular as a spine

Strengths

• Well documented strategy with tasks, actions and timescales
• Commitment from eleven Council departments
• Development of the Dundee partnership for the Environment
• Budgetary and staff commitment
• Achieves Community Planning aims
• Customers are given information cards and user counters have been installed in parks

Weaknesses

• There did not appear to be any significant weaknesses

Opportunities

• Changing attitudes - Parks are about people
• Parks and gardens are now considered as 'local open air leisure centres'

Threats

• Continuation of the Council commitment to the process and internal resources

Key Lessons

• Strong Council internal partnerships
• Clear structure for establishing standards
• Development of locally relevant policies, actions and targets
• Continuing community involvement and consultation throughout the process
• Clear leadership, Council commitment and political backing
• Changing attitudes within departments, local communities and maintenance teams
• Strategic policies helping to lever in external funding and target internal resources
• An information pack for each city zone has been prepared for local developers, ensuring the process is transparent and allows Development Control Officers a level of flexibility
• Standards work best when developed in a manner that responds to local need and opportunity

Illustrates: Strategic approach by local authority / preparation of design guidance and local standards / Local Plan integration

The Project

In July 2004, Stirling Council prepared a Development Advice Note ( DAN) for "Play and Informal Recreation Areas in Association with New Housing Areas" in an effort to help the applicant better understand the Council's current policies on various aspects of open space development. This Development Advice Note supplements the Council's Development Plan Policy and sets out the Council's policy on open space in new residential developments. The DAN is one of a number of advice notes available online for a range of planning subjects, including the layout and design of new housing developments and protecting and managing trees on development sites.

The advice note clearly sets out the aspiration of the Council to ensure the "provision of high quality public open space, including play and informal recreation areas, in and close to residential areas." Advice is concentrated on two of the nine categories set out in PAN 65, namely play space for children and young people and amenity green space used for informal active recreation such as 'kick-a-bouts'. A guideline quantity standard is set out, based on the National Playing Fields 6 acre standard, which equates to 20m ² per household divided between informal play/ recreation space and equipped play areas.

The decision making for site requirements will take into account the following:

• Existing provision - the quantity, quality and accessibility of existing play and informal recreation areas in the locality
• An assessment of current and future requirements including existing deficiencies and the scale and type of the proposed housing development

A range of mechanisms for provision of facilities is set out in the document, to allow developers to meet the required standards for play and informal recreation provision, which include off-site or on-site provision or a combination of both. The minimum value of the provision per house is stated to allow calculation of the level of planning gain required for a development. The preferred mechanism is for the developer to pay an agreed sum to the Council. Adoption by the Council is the preferred maintenance option. A set of design guidelines comment on the required quality and design of the recreation and play provision, including location, accessibility, timing, context and equipment.

Strengths

• Good, clearly set out advice, which adds transparency to the development control procedures of the Council
• On-site / off-site flexibility of open space provision is very good
• Set of clearly defined design guidelines, with detailed advice containing lots of useful elements
• Requires the design of new developments to take into account existing open space and undertake an assessment of current and future requirements
• Clear standards for new build housing referenced back to financial value

Weaknesses

• Applies to only residential developments and limited to a few types of open spaces

Opportunities

• Allows a level of negotiation and flexibility at the start of the planning process to ensure that opportunities for play and amenity space provision are maximised

Threats

• Continuation of the Council commitment to enforce the standards and ensure that quality open spaces are achieved

Key Lessons

• Transparent planning guidance and process development
• The level of provision for a particular site and level of planning gain can be assessed at the outset of the project
• Clearly presented guidance and advice for developers securing a level playing field
• Addressing costs/value transparently

A number of local authorities are in the process of setting out local standards for open space in new residential developments, however, the Stirling model demonstrates a clearly defined approach with enough flexibility to ensure that new developments are not required to conform to a blueprint.

Illustrates: Strategic approach based on a more sustainable development model / partnership working / open space provision within industrial site / public access / integrated training / demonstration project

The Project

The 90ha derelict site of the former Gartcosh Steelworks in Lanarkshire is being redeveloped by a partnership of interests including Scottish Enterprise Lanarkshire, North Lanarkshire Council ( NLC) and Scottish Natural Heritage. It is hoped that the multi-million pound project will create 170,000 square metres of new business space and support up to 5,000 new jobs. Planned economic benefits have been integrated with wider considerations of sustainable transportation, waste and energy management, biodiversity, the needs of surrounding communities and environmental enhancement. The need to balance the requirements of development with a highly significant nature conservation interest was central to the master planning process. The development model combines a 50ha mixed Business Park and inter-modal transport interchange, linked to bus routes, cycleways and footpaths, with the creation of a new 27ha Local Nature Reserve. Provision has been made to include:

• Path linkages including access to employment/transport together with recreational routes
• Open space provision providing amenity for site employees including seating/circular walks
• High amenity, high biodiversity open space integrating SUDS and habitat creation
• 10 year Management Plan for the Local Nature Reserve supported by funding agreements

Approach / Process

The initial stage of the process involved developing a master plan capable of addressing all stakeholder requirements and balancing the needs for economic development, social infrastructure and environment. Recognition of the need to secure transparency and accountability led to an early decision to secure a Partnership Agreement between the key stakeholders ( SE Lanarkshire/North Lanarkshire Council/Scottish Natural Heritage) and framed within a detailed legal Minute of Agreement. Detailed planning consents were obtained, along with an Animal Conservation Licence ( SEERAD) to allow Great Crested Newt translocation by a team of ecologists. Work included creation of a new Local Nature Reserve with public access capable of meeting local recreational, educational and conservation needs and capable of supporting habitat suitable for a wide variety of species including protected flora and fauna (Great Crested Newt and other amphibians, otters, dragonflies, damselflies and breeding birds, rare plant species, bats, badgers and water voles) and rare and regionally important species and communities. A high level of community participation has also been an important element of the Gartcosh project with statutory, non-statutory and local stakeholders.

Strengths

• Effective partnership working between a number of stakeholder groups and the local community
• Regeneration of former industrial land and the creation of a nature reserve
• Commitment to the environment, whilst bringing economic benefits to the local community
• Use of innovative ecological translocation techniques of habitats and protected species
• Some 50,000 tonnes of waste has been recycled
• Nearly 100 training places have been generated on contracts through the operation of a voluntary charter agreement between Scottish Enterprise and works contractors
• Training of NLC maintenance staff in highly specialised ecological maintenance and surveys

Weaknesses

• Restricting public access to the habitat areas during initial phases of development

Opportunities

• Long term ecological watching brief and onsite ecology supervision
• Specialist training opportunities for NLC maintenance teams
• Educational opportunities for local schools, through NLC Ranger Service

Threats

• Protection of a sensitive habitat may not be compatible with public access to these areas
• The specialist maintenance requirements of the NR may be difficult to sustain long term

Key Lessons

• Demonstrates how a large-scale infrastructure project can provide real benefits in terms of the economic, environmental and social elements of sustainable development
• Working with industry to protect open space and sensitive habitats
• Pioneering Scottish protection and translocation of a European Protected Species
• Establishment of a highly complex habitat to safeguard the successful movement of protected species

Illustrates: Partnership working / community involvement through 'Friends' group / historic restoration project / quality bench mark for public open space

The Project

Opened in 1902, MacRosty Park encompassing 7.6 hectares of parkland, is arguably the most picturesque in Scotland, with a fine collection of mature trees and the Turret Burn flowing through it. The park is named after its benefactor, Provost James Macrosty, who gifted the land. There are a range of recreational activities, including sports field, band stand, trampolines, tennis courts, pitch-and-put, picnic areas, car park and two children's play areas. Lady Mary's Walk begins from the car park, which is a beautiful beech lined avenue running alongside the River Earn, gifted to the town by Sir Patrick Murray of Ochtertyre House in 1815. Today the park is owned and managed by Perth & Kinross Council and has just celebrated its centenary. At one time the park was referred to as "The Jewel in the Crown" of Perthshire parks dues to the superb location, layout, magnificent trees and floral displays. Sadly, in recent years the park has slipped into a state of decline due to a lack of investment. The 'Friends of MacRosty Park' was established in 2003 with the purpose of regenerating and redeveloping the park, in partnership with Perth & Kinross Council. The Friends Group is actively involved in the management of the park.

Approach / Process

The impetus to establish the Friends Group came from owners of local tourism businesses, who were being asked by visitors on a regular basis why the sporting facilities were closed and why the Park had fallen into such a poor state of repair. The local Tourist Office had also received complaints from visitors to the town. These concerns prompted local residents to contact the local Councillors, the police and the Council to see if the situation could be improved. Over forty people attended a meeting in the Town Hall, called by the local Councillors to discuss the problems in the park. Ten people were selected to form a committee, which later became the 'Friends of MacRosty Park' Group. Extensive community consultation has been undertaken by the 'Friends' group, including a survey of park users in summer 2004. In 2003, Perth and Kinross Council reopened the tennis courts, trampolines, putting green and refreshments pavilion at weekends from Easter and during the week in school holidays. Since then, consultants have been appointed to work with the 'Friends' group and the Council to prepare a restoration master plan for submission to the Heritage Lottery Fund ( HLF) for a grant under its Public Parks Initiative.

Strengths

• A level of community policing and involvement has been maintained
• Community-led initiative in partnership working with the Council and local agencies
• Developing a sense of local 'ownership' of the park
• MacRosty Park has the potential to offer a very special quality of place linking the legacy of the past with the needs of present and future generations
• A level of community policing has been effective in curbing vandalism, graffiti and anti-social behaviour

Weaknesses

• Park buildings, equipment and planting displays may be costly to maintain

Opportunities

• Provision of high quality community events space
• Potential to involve local people of all ages in a variety of projects within the park
• Provision of historic and environmental education opportunities

Threats

• Unsuccessful application to HLF and other match funders
• Commitment of long term budgets for specialist maintenance of the restored park
• Summer staff resource to run the recreational facility is dependant on annual budgets

Key Lessons

• Community led initiative, in partnership with the local authority, Visit Scotland, local schools and various community groups
• The influence and power of a local community group in effecting change
• 'Friends of the Park' groups can be an effective vehicle for regenerating parks
• Community involvement in the maintenance of a park

Illustrates: Master plan approach to development / quality bench mark for residential open space

The Project

The Drum residential development is situated on the outskirts of Bo'ness, approximately eighteen miles west of Edinburgh. The phased development has been progressed through an innovative master-planning and urban design process to set the residential estate within a new high quality landscape setting. The landowner was determined to find a way of controlling the quality of development, of being sympathetic to the context and local character whilst establishing high standards of architecture and urban design. The now partially complete housing development includes: a serpentine park with play and recreation facilities; structure planting providing an enclosed setting of native trees and shrubs; incidental landscape areas in the semi-private back court parking areas; and avenues along the main spine roads. The park stretches through the heart of the development, connecting to the countryside to the north and south eastern corners of the site. As well as providing amenity planting, the park will have a play ground within walking distance of all phases of development, a series of waterways and a shallow pond.

Approach / Process

Each phase of the development has been designed with a special sense of place, reflected in the building design, layout and landscape treatment. Particular emphasis has been placed on composition of individual homes into groups and into street fronts. Phase 1 has radiating roads, carefully composed street elevations and a traditional character. Phase 2 has groups of houses surrounding small private courtyards and a village green. Phase 3 has a Georgian style circus of houses around a central garden and paired houses on the south facing slope. The final phases of the development will include a central public square and garden, with access to the park and panoramic views across the Firth of Forth.

The completed streetscape realises a number of urban design objectives including:

• Minimising the impact of car parking whilst meeting local standards
• Providing coherent and well defined streets, providing incident and variety in the streetscape
• Well connected open spaces and parkland
• A distinctive layout and density for each phase, using architectural forms and materials which are modern but sympathetic to the architecture of coastal towns

The vision has been developed by creating an innovative procurement process, involving urban design frameworks, design/bid competitions and a partnership approach as a means of securing development quality. All houses have sold successfully and quickly, meeting the developers targets.

Strengths

• Joined-up thinking in open space, community facilities and sports provision through the master planning process
• Provision of attractive well set out open spaces throughout the estate, with a hierarchy of spaces for defined public / semi-private uses
• Demonstrates that an attractive landscape setting increases the saleability of properties

Weaknesses

• The first phases of the development have included only parts of the overall open space provision, therefore the serpentine parks would be jeopardised if the latter phases of the development were not completed

Opportunities

• Provide a best practice model for development of other residential and business developments

Threats

• Commitment of long term budgets for maintenance of the landscape and after care arrangements

Key Lessons

• Innovative procurement methods and master planning to achieve a high quality residential development set within a functional and attractive landscape setting

Illustrates: Strategic Approach by Local Authority / Value of Openspace Officer / Community Planning & Local Plan integration

The Project

Wilton Street Gardens are set in the heart of Glasgow's West End in a small pocket of Council owned green space in a densely populated tenemented residential area. Inappropriate use of the green space, which was locked and contained only grass and rows of standard trees, prompted a local resident to contact Kelvin Clyde Greenspace for advice on improving the site and resolving the conflicts and issues of the site. This initial consultation prompted sufficient local interest to form a constituted steering group of local residents. Initially a range of low cost proposals were developed, to increase the diversity and interest of the site, but a successful application to the Beechgrove Garden television programme raised the profile and aspirations of the group. Work commenced on site in July 2003 and was completed in late August, with support from Glasgow City Council and Kelvin Clyde Greenspace.

Approach / Process

The public consultation process was facilitated by Kelvin Clyde Greenspace, initially involving a chain saw sculptor that attracted over 100 people to a consultation event, during which community aspirations were gauged. A constituted steering group was assembled from those attending the consultation event. The group approached the Beechgrove Garden television programme and the project was accepted as a community improvement scheme. A Beechgrove designer prepared a design for the gardens, in association with the steering group, following visits to other gardens to gather ideas. Funding, the necessary agreements and in-kind support was secured and project implementation began. Trainees from Glasgow City Council's Land Services Department built the paths and hard landscaping areas, with the local community providing other skills and labour.

The completed garden has been described as a 'chic Parisian-style green space', with formal paths, parterres, flower beds and wildlife garden areas. The involvement and commitment of neighbouring residents continues with the steering group continuing to have a significant input into site management. It is considered that the key outcome of the project is the coming together of a previously disparate community. The site continues to provide a focus for community activity.

Strengths

• Increased cohesion and increased community spirit
• Successful partnership working of the local community, the Council and the local greenspace trust
• 'Bottom up' approach to environmental projects
• Creating opportunities for employment, training, work experience and volunteering
• Encouraging use of open space for health and informal recreation
• Environmental enhancement of an area previously inaccessible to the local community
• Provision of an attractive and manageable local green space
• An anecdotal rise in the value of neighbouring properties, in the order of £30,000

Weaknesses

• Implementation programme was tied into filming timescales
• Long term maintenance is reliant on Council budgets
• Complicated use of materials and design may be expensive to maintain and repair

Opportunities

• Created a model for other communities
• May inspire other local communities to initiate similar projects
• One of the committee now runs an organic vegetable growing slot on the Beechgrove Garden programme

Threats

• Key community steering group members may move away from the area in time
• Insurance implications of community group taking management responsibility for the site

Key Lessons

• Developing community pride and involvement through environmental projects
• Making green space social space
• Fostering understanding and appreciation of the environment
• Developing a sense of local 'ownership' of the gardens

Illustrates: Transformation of derelict land / partnership working / community involvement in design and management

The Project

The hidden Gardens is Scotland's first contemporary sacred garden, located in South Glasgow's Pollockshields and Govanhill area. The independent arts charity called the nva organisation, spent two years developing a 0.8ha derelict industrial site into the sanctuary gardens to the rear of the Tramway Theatre. The project was completed in 2003. The project was a collaborative venture, involving the arts charity, landscape architects, an international team of artists, in consultation with a diverse local community. The project has entailed the creation of a unique public green space that celebrates the diverse cultures of Glasgow's population. The space includes a series of gardens incorporating land sculpture, installation and poetry artworks, which form an integral part of the overall design. A network of paths connects the spaces, leading the visitor through the gardens along lit pergolas and to a raised viewing platform. The gardens incorporate many design elements both throughout history and across cultures. A range of plant species have been chosen to reflect the diversity of culture, including oak, oriental plane and pines, hawthorns and rowans from Scotland and Asia. The former industrial buildings, now converted into theatre use and the landmark 100ft chimney provide a historic reference. The former boiler house has been converted for use as offices, a plant training nursery, demonstration beds and a community headquarters. The gardens are one of the first permanent public gardens to be developed through a large-scale artistic collaboration. Since opening in June 2003, the gardens have attracted over 20,000 visitors.

Approach / Process

A twelve month consultation period in East Pollokshields and Govanhill with over fifty local organisations shaped the direction of the design for the Hidden Gardens and what a garden should offer the local community, as well as international visitors. The area is home to a vibrant mixture of cultures and faiths, many of which have strong horticultural traditions.

• Workshops were conducted with 6 local schools
• Visits were made to the different faith groups represented in the local area

Twenty-five partner organisations joined together to fund the initial site clearance, construction phase and three year events and workshops programme of this £1,000,000 project. This includes the creation of permanent jobs for a head gardener, horticultural support team and resource manager. The partners include the National Lottery Artists' Work in Public Places Scheme, Glasgow City Council and a wide variety of public and private sources.

Strengths

• The design approach allows flexibility for change as the garden develops over time
• Expensive community consultation should sustain its future in the longer term
• The gardens are a welcome addition to the Tramway Theatre, providing an attractive outdoor café space
• The gardens have provided training opportunities for two school vocational trainees in hard and soft landscaping

Weaknesses

• The various elements of the gardens may be expensive to repair and maintain

Opportunities

• Extending the current educational and training opportunities offered to the local community
• Use of the environmental and artistic resource by local schools

Threats

• Reliance on public and local authority sources of funding to sustain its use

Key Lessons

• Community inclusion and consultation throughout the process
• Partnership working, drawing on the strengths of a wide range of funding and professional, public and charitable organisations
• Development of a long term community resource, providing training and educational opportunities
• Providing outdoor flexible community events space
• Regeneration of derelict land and provision of a valuable community green space

Illustrates: Transformation of derelict land / partnership working / community involvement in design and management

The Project

In 2001, West Dunbartonshire Council appointed consultants to undertake an Environmental Appraisal of the sixteen Social Inclusion Partnership areas within the Council area. The Drumry Social Inclusion Partnership area is located along the A82 Great Western Road to the west of Glasgow. At the time of the survey, the open space facilities were limited to a blaes five-aside pitch along Vanguard Street and a small play area set within a large grassed open space along the A82 road corridor. A corridor of scrub between the backs of the houses along Vanguard Street and Montrose Street had become a dumping ground and a drug-users hang-out area, accessed though the Vanguard street blaes pitch. Other social problems included gang warfare with rival gangs from neighbouring Drumchapel.

A community consultation meeting, held in the local school, established that there were not enough opportunities for recreational activities within the residential estate. The local aspiration for the open spaces in the area included the following:

• Diversification of the open spaces within the estate to improve the general built environment
• Provision of a play area for young children
• Provision of a multi-user play facility for children aged 0-16 at the Vanguard Street pitch

A small group of parents who live in the area set up the Drumry Recreation Activity Group ( DRAG), with the objective of turning the derelict pitch area into a multi-user play facility for all ages and abilities. The group organised a community consultation event, involving young people from the area, with the assistance of the West Dunbartonshire Partnership and West Dunbartonshire Greenspace.

• The young people got involved on the committee
• The group organised site visits to parks in Glasgow
• Care was taken to ensure the play area is suitable for children with disabilities

The outcome is a multi-activity facility, which is well lit and designed, including a zip line, roundabout, climbing tower, sports wall, fenced ballpark and slide.

Strengths

• Community involvement will ensure a level of community policing of the facility, which should sustain its future in the longer term
• Value of a local community group in effecting change
• Developing a sense of local 'ownership' and pride
• Encouraging use of open space for health and recreation
• Greater sense of safety and security
• Aiming to address the needs of local young people

Weaknesses

• Long term maintenance is reliant on Council budgets

Opportunities

• Potential to involve local people of all ages in future regeneration projects
• Created a model for other communities
• May inspire other local communities to initiate similar projects

Threats

• Commitment of long term budgets for specialist maintenance of the park
• Key community steering group members may move away from the area in time

Key Lessons

• Regeneration of local community facilities through a community led initiative, in partnership with the local authority
• Derelict land being successfully transformed by the community for the community
• Successful partnership working and engagement with young people and children
• Local people continue to be actively involved in the management and maintenance of the site
• Demonstration of commitment and involvement of local community groups