How can BoTanic
gardEnS grow THEir
SociaL roLE ?
Lessons from the communities in nature programme
Bernadette Lynch
Edited by Sharon Telfer
Preface
Over the last five years, we have been
working with Botanic Gardens
Conservation International (BGCI) to
support botanic gardens to ‘grow their
social role’, addressing the needs of
communities and plant conservation
in a mutually beneficial approach.
Why botanic gardens? Why a more
social role?
ThepurposeoftheUKBranchofthe
CalousteGulbenkianFoundationisto
bringaboutlong-termimprovements
in wellbeing,particularlyforthemost
vulnerable,bycreatingconnections
across boundaries(nationalborders,
communities,disciplinesandsectors)
whichdeliversocial,culturaland
environmentalvalue.
Acrossourprogrammes,weseektopilot
ideaswithpotentialtocreateandscale
positivechange,transformingsectors
and thecommunitiestheyserve.Often,
this maybethroughthecollaborationof
unexpectedpartners,eachwithsomething
significanttooffertheother,andthe
explorationoflearningdevelopedinone
contextappliedelsewhere.
Ifthepressingenvironmentalissuesofour
timehavebeencausedbypeople,not
plants,thenpeople,notplants,must
providethesolutions;achallengewhen
morethanhalftheworld’spopulationlives
incitieswherethereistoolittlecontact
withnature,understandingofitsvalueor
motivationtoprotectit.
Botanicgardensarepredominantlylocated
inurbanareas.Theyprovideoasesof
beautyandexpertise,andarecommitted
in theirDNAtothepreservationof
biodiversity.Yetsoofteninthepastthey
haveattractedvisitorsonlyfromnarrow
andelitesectionsofsociety.Aworldthat
understandstherelevanceoftheirworkis
oneinwhichbotanicgardenswillprosper.
Understandingthetransformationthathas
occurredinmuseumsandgalleriesinthe
UK overthelasttwentyyearsasthesector
haslearnedhowtoengagewithcommunities
beyondtheusualsuspects,werecogniseda
need–andanopportunity–forbotanic
gardensandthebiodiversitytheyprotectto
flourishalongsidetheirlocalcommunities.
Wehadahunchthatdevelopingamore
sociallyengagedrolecouldbeasgoodfor
botanicgardensasforthecommunitiesthey
seektoengageintheirwork,andhelpto
fosterthelong-termhealthofthe
environment,whichunderpinsthe
wellbeingofusall.
And,asthefindingsofthefollowingreport
show,soithasproved. Growingamore
socialrolehashadanimpactonthe
communitiesengaged,butithasalsobeen
inspirationalforthebotanicgardenstaff
involved.Ithasdevelopedthebreadthof
skillsandunderstandingofboth.Itcan
provideaccesstonewgovernmentand
other fundingstreams.Itcanprovidenew
relevancetothesocialandpoliticalcontext
inwhichthegardensoperatewiththe
potentialtoputthematthecentreofvibrant,
successfullocalcommunities.
Butdevelopingamoresocialroleisnotjust
aboutsettingupinnovativeprojectswith
localcommunities,it’saboutthinking
throughtheimplicationsofputtingpeople
at theveryheartofagarden’smissionand
purpose.Organisationalchangeisnever
easy;itisstillearlydaysforthesector,and
therearerealchallengestoovercomefor
BGCI,forthegardensandforthefunding
communityinsupportinglong-termchange,
buttheresultssofarsuggestthattheimpact
ofdoingsowillbetransformational.
andrew Barnett
director, calouste gulbenkian Foundation
UK Branch
Front cover: Nature Play: Nature Conservation
research explored the impact of unstructured play
in the Demonstration Garden, Royal Botanic Garden
Edinburgh. Photo: RBGE.
Left: The ‘Evergreen Gardeners’ project for older
people with high support needs at The Geffrye,
Museum of the Home. Photo: Em Fitzgerald/
Geffrye Museum.
How can botanic gardens grow their social role?
Reportpublishedin2015by
CalousteGulbenkianFoundation
UKBranch
www.gulbenkian.org.uk
Foreword
Botanicgardensexistinaworldthatis
increasinglyprecariousforusall.The
collisionofsocialandenvironmental
concernsispressinginbehindgardens’
walls.Wholeculturesarebeinglostthrough
climatechange.Acolleaguefromthe
FlagstaffArboretum,Arizona,describes
beingonthefrontline,withveryrealloss
of speciesandlivelihoods.
Facedwithatroubledworldtheycan
no longeravoid,botanicgardensare
at a crossroads,undergrowingpressure
toputsocialandenvironmental
responsibilityattheheartoftheir
mission.Thismeansnotonlyconserving
plants–whichtheyhavetraditionally
donesowell–butengagingpeople.
Theshiftistowardscreatingopportunities
forpeopletodo something,toworkwith
botanicgardens–intowns,cities,countryside
–andhelpmakechangehappen.Thereis
muchtocelebrateasgardenstakeupthis
challengeinnewandexcitingwaysinthe
UK andacrosstheworld.
Butweneedmore.
ItwaswithinthiscontextthatCommunities
in Nature wasconceived.Theprogramme
wasneveraboutdisconnectedshort-term
‘pilot’projects.Itwasaboutgardens
embracingtheirsocialrole,workingwith
morediversecommunitiesandestablishing
standardsforacommunityofpractice.
Suchashifthashugeimplicationsfor
botanicgardens.
Afewhavealreadytakenapowerfulstepin
thatdirection,leadingthewaywithdynamic
socialprogramming,workinginabroad
rangeofpartnerships,positioningbotanic
gardensrightattheheartofbothglobal
debatesandactionsforchange.These
gardenshaveunderstoodthatmovingahead
onsocialrelevancemeansfacinguptoa
renewalofpurpose,onethatplacesthe
socialrolenotontheperipherybutatthe
heartofbotanicgardens.
Thereismuchagreementonthe
importanceofbotanicgardensactively
assumingthissocialrole.Andyet,asa
seniorstaffmemberofalargegarden
remarked:“Thereisstillareluctanceat
seniorleveltoseeitasapriority.”
Forme,thisdichotomyisalltoofamiliar.
I comefromtheprofessionalmuseum
sector.Itisnosurprisetofindmuseums
andbotanicgardenssharingagreatdealin
theirDNA,includingacertainreluctance
tochange,evenwhilechangeishappening
allaroundthem.But,itseems,change
theymust!
Suchareconsiderationmaymeansome
gardenseasingthegripofdefensiveand
anxiousdefinitionsoftheirintrinsicvalue.
Itmeanstakinginspirationfromthose
leadingtheway.Itmeansembracinga
renewalofpurposethatrunsrightthrough
theorganisation.
Likethemessageinastickofrock,
inspiringengagementbecomesthe
responsibilityofallinthegarden.No
memberofstaffisexempt,it’sineveryone’s
jobdescription.
Thisisindeeda‘smallrevolutionin
thinking’forbotanicgardens,tothebenefit
ofusall.IhopeCommunities in Nature will
openupdiscussionontheopportunities–
andchallenges–thatlieahead.Theinterest
isthere–itnowneedssignificantnurturing,
basedonstrong,clear-sightedleadership
andsupport,forittogrowrootsand
flourish.Inthissense,itisonlythe
beginningofCommunities in Nature.
dr Bernadette Lynch
Howcanbotanicgardensgrowtheirsocialrole?1
Summary
Botanicgardensareundergrowing
pressure toputsocialandenvironmental
responsibilityattheheartoftheirmission.
Communities in Nature testedwhether
gardenscouldembracethissocialroleby
workingwithmorediversecommunities.
BotanicGardensConservationInternational
(BGCI)rantheprogrammebetween2010
and2015,withsupportfromtheCalouste
GulbenkianFoundation(CGF).The
programmedevelopedasitprogressedbut
itsbroadaimswereto:
l
Increaseawarenessandwider
understandingamongbotanicgardens
abouttheirpotentialtoplayamoresocial
roleandtheirmotivationandcapacityto
doso.
l
Provideamodelforbotanicgardens
worldwidetodeveloptheirsocialrole.
l
Developacommunityofpracticeto
supportbotanicgardensinsuchwork.
l
Fosterinstitutionalchangeinanumber
ofgardens.
l
Increaseengagementbetweenbotanic
gardensandtheirlocalcommunities.
l
Increaseparticipationinenvironmental
issuesbydifferentsectorsofsociety.
l
Setupaninitiativethatwouldthrive
beyondCGFsupport.
WHAT POSITIVE IMPACT DID
THE PROGRAMME HAVE?
WHAT CHALLENGES DID THE
PROJECTS FACE?
Participatinggardensengagedwithnew
audiences,includingfaithgroups,ethnic
minoritycommunities,disabledpeople,
peoplelivingwithdementia,vulnerable
youngadults,peoplewithsubstance
dependence,andthoselivingin
disadvantagedcommunities.Manygardens
foundthisarevelation.Foranumber,
openingupdiscussiononorganisational
andattitudinalchangewasthemain
impact. Somenowrecruitfromamore
diversepoolofvolunteersandengagewith
a broaderrangeofvisitors.Somehaveset
uppartnershipswithotherorganisations.
Despitethissuccess,discussionaboutthe
socialroleofabotanicgardenisstillinits
infancyandintervieweesidentifiedsome
importantproblems.
Theprogrammesupportedandevaluated
pilotprojectsinsixUKbotanicgardens.
BCGIalsoproducedguidance,began
buildingacommunityofpracticeand
revieweditsactivitiessoastooffergreater
supporttogardensgrowingtheirsocialrole. Communityparticipantscitedpersonal
benefitsrangingfromincreasedselfconfidence,togreaterconnectionwith
nature,topracticalskillsandlearning.
Staffandvolunteerswelcomedacquiring
newskills,including:projectmanagement,
communicationandteaching,flexibility,
andworkingwithparticulargroups.For
some,participationmarkedapersonal
breakthrough,changingtheirperceptions.
2 Howcanbotanicgardensgrowtheirsocialrole?
Foremostwasthelackofintegrationofthe
socialroleintogardens’mission,vision
and strategy.Inthemain,gardenshave
addednewgroupstotheiraudienceprofile,
buthavenotfundamentallychangedas
organisations. Manyfelttherewasstill
muchtobedonetoengagesenior
managementinthesocialrole.Somefelt
all staffrolesneedcomprehensivereview.
Mostprojectsfocusedonsocialinclusion,
notenvironmentalissues.Theytended
to avoiddirectlytackling‘problematic’
environmentalissues,suchasclimate
change.Bringingtogethersocialand
environmentalconcernsremainsa
challenge.
Lackofevidencehasbeencitedasone
factorstoppingbotanicgardensfrom
assuminggreatersocialresponsibility.
Projectshadexcellentanecdotalfeedback
fromparticipants,butevaluatinglonger
termimpactremainsmuchharder.
“Attitudinal change
is the single biggest
benefit and starting
to build bridges …”
Ben oliver, Learning and
Participation Manager,
westonbirt, The national
arboretum
Members of the Stroud Macular
Disease Society at Westonbirt, The
National Arboretum, display their
handmade bird boxes. Photo: The
Forestry Commission.
Someprojectshavegainedfollow-up
supportbut‘lackoffunding’wasthemost
commonreasonforprojectsnotcontinuing
aftertheprogrammeended.
WHAT ARE THE MAIN
LESSONS FROM THE
PROJECTS?
Themostsuccessfulprojectswereflexible,
adaptingtowhatparticipantswanted,and
developedpartnershipswithorganisations
andcommunitygroups.Buildinggood
communityrelationshipsmeantallocating
sufficienttime,staffandresources.
Learningfromrelatedsectors,like
museums,alsohasgreatpotentialbenefit,
forexample,sharingunderstandingof
workingwithdiversityandpublic
engagement.
Thereisaneedforbettercommunication
notonlybetweengardensbutalsobetween
eachgardenanditsstakeholdersand,
crucially,within gardens.
WHAT SHOULD HAPPEN
NEXT?
Aprogrammereviewhasrecommended
nextstepsforthesector,ledbyBGCI:
l
Establishacommunityofpractice.There
isclearlyagreatdealofinterestinthis,
notjustintheUKbutinternationally.
l
Identifyandsupport‘hubgardens’.A
‘vanguard’groupofgardensalready
strongintheirsocialrolecouldoffer
othergardensinspirationandguidance.
l
Setupgoodpracticestandards.
Establishingprinciplestowhichthe
sectoradherescouldraisetheprofileof
suchwork,attractfundersandguide
training.
l
Developskillsandcapacities.Staffand
otherparticipantsneedsupportto
developthenecessaryindividualskills
andbuildasenseofcommonmission.
l
Incorporatethe‘socialrole’ingardens’
mission.Itsexclusionwasfrequently
citedasaprimaryroadblock.Butthereis
alsoconcernthatgardensshouldnotbe
divertedfromtheiroriginalmission.A
socialrolemustalsobedevelopedfroma
garden’sexisting expertiseandpurpose.
l
Developdifferentfundingapproaches.
Short-termfundingunderliesmany
of thesechallenges.Networkingwith
fundersisplainlyworthfosteringbutthe
sectorwouldalsobenefitfromashared
visionandcohesivestrategy.
FIND OUT MORE
Thissummarydrawsonaprogramme
reviewbyDrBernadetteLynch,Botanic
Gardens taking action for a better world:
Communities in Nature Five Year Review,
availableonlineat
www.gulbenkian.org.uk.
Formoredetailsabouttheprogramme,
contact:LouisaHooper,Programme
Manager,EnvironmentatCGForthe
EducationDepartmentatBGCI.
Howcanbotanicgardensgrowtheirsocialrole?3
introduction
TheCommunities in Nature programme
was runbyBotanicGardensConservation
International(BGCI)between2010and
2015,withthesupportoftheCalouste
GulbenkianFoundation(CGF).The
purpose oftheprogrammewasto:
l
Promotethe‘socialrole’ofbotanic
gardensinandbeyondtheUK.
l
Encouragegardenstoexaminetheir
philosophy,values,goalsandpractices.
l
Realisegardens’potentialtocontribute
towardpositivesocialchangeandbroad
environmentalawareness.
4 Howcanbotanicgardensgrowtheirsocialrole?
TheCGFandBGCIhavenowcommissioned
areviewoftheprogrammeto:
l
Assessitsimpactandoutcomessofar.
l
MakerecommendationsforBGCI,the
botanicgardencommunityandpotential
fundersonhowsuchworkcandevelop.
Thisreviewoftheprogramme’slessons
was carriedoutbyDrBernadetteLynch.
It drawsonindividualprojectevaluations,
interimandfinalprogrammeevaluations,
interviewswithparticipantsand
stakeholders,anonlinesurveyof
participatingstaff,apeerreviewforum,
and apresentationandworkshopatthe
2015BGCIconferenceinStLouis,USA.
Bernadette Lynch speaking at
the 2015 BGCI International
Congress on Education in
Botanic Gardens, Missouri.
Photo: BGCI.
overview of the programme
In2009,withCGFsupport,BGCI
commissionedoriginalresearchfromthe
UniversityofLeicesterResearchCentrefor
MuseumsandGalleries(RCMG)intothe
potentialforbotanicgardenstodevelopa
moresociallyengagedrole.
Theirreport,Towards a New Social Purpose:
Redefining the Role of Botanic Gardens (Dodd
andJones,2010),identifiedsignificant
potentialandsomepioneeringworkbut
alsorealbarrierstochange.Thereport
identifiedsevenkeyareasthatconcerned
organisations:
l
Broadeningaudiences(audience
development).
l
Enhancingrelevancetocommunities
(meetingtheneedsofcommunities).
l
Education.
l
Researchthathassocio-economic
impactlocallyandglobally.
l
Contributingtopublic(andpolitical)
debatesontheenvironment.
l
Modellingsustainablebehaviour.
l
Activelychangingattitudesand
behaviour.
In2010,CGFsupportedBGCItosetupthe
Communities in Nature programme.The
programmewasconceivedandledbyBGCI.
ItshighlyregardedEducationProgramme
playsasignificantroleinsupporting
botanicgardenstoengagewiththeirpublic.
Theworkwasnotinitiallylaunchedasa
five-yearprogramme,butdeveloped
organically,basedonthelessonslearned
fromeachphase.Originallytheprogramme
intendedto:
l
l
Increaseawarenessandwider
understandingamongbotanicgardens
abouttheirpotentialtoplayamore
social roleinsociety.
Provideamodelforbotanicgardens
worldwidetodeveloptheirsocialrole.
l
Increasegardens’motivationand
capacitytodeveloptheirsocialrole.
l
Developacommunityofpracticeto
supportbotanicgardensinsuchwork.
l
Fosterinstitutionalchangeinanumber
ofgardens.
l
Increaseengagementbetweenbotanic
gardensandtheirlocalcommunities.
l
Increaseparticipationinenvironmental
issuesbydifferentsectorsofsociety.
l
Setupaninitiativethatwouldthriveand
growbeyond2014andCGFsupport.
Broughton High School’s ‘More
Choices, More Chances’
students learning how to grow
their own food through the
Edible Gardening project at the
Royal Botanic Garden
Edinburgh. Photo: BGCI.
“How easy it is to
begin removing
barriers to
participation and
how rewarding!”
Sharon willoughby, Manager
Public Programmes, royal
Botanic gardens, Victoria
Howcanbotanicgardensgrowtheirsocialrole?5
CGFsupportenabledBGCIto:
l
l
Fund,supportandevaluatepilot
projects insixbotanicgardensin
the UK (seebelow).
Produceguidanceandpromotional
materials,includingonlinemedia,
advicemanuals,andpeer-reviewed
articlestoraiseacademiccredibility.
l
Startbuildingacommunityofpractice,
supportedbynewpoliciesand
approaches.
l
Spreadandembedtheworkingardens
beyondtheUK.
l
Reviewitsgeneralactivities,helping
facilitateanewfive-yearplanin2013,
whichincludesanobjectivetosupport
gardensingrowingtheirsocialrole.
Boxstarts
Participating gardens
Winterbourne House and Garden ran
Royal Botanical Garden Edinburgh
UrbanVeg,acommunity-basedvegetable
gardendesignedasatwo-wayexchange
betweenthegardenandBirmingham’s
Islamiccommunities.Workshopsaddressed
waterconservation,sustainablegrowing
media,chemicalpollution,wildlife
awarenessandreducingfoodmilesand
carbonfootprints.
(RBGE)waskeentoreachyoungpeople
and neighbouringdeprivedcommunities.
ItsEdibleGardening projectfocusedon
growing,preparingandsharinghealthy,
sustainablefood.Participantsmaintained
theirownplotsandattendedsessionson
topicssuchaswaterconservation,peat-free
gardening,foodsecurityandbiodiversity.
Eachgroupdesigneditsownprogramme
fromaseriesofoptions.
Ness Botanic Gardens,Universityof
Liverpool,waskeentoengagewithstudents
fromdisadvantagedbackgroundsandran
science-focusedworkshopsforYears7and
10.Studentsgrewvegetablesandlearnt
aboutscientificconcepts,suchas
photosynthesisandclimatechange.
Westonbirt, The National Arboretum,
workedwiththreegroupsunderrepresentedamongexistingvisitors
throughitsHiddenVoicesproject:adults
facingsubstancedependence,SouthAsian
womenwhohavefaceddomesticabuse,
and olderpeoplewithMacularDisease.
Groupscarriedoutpracticalconservation,
contributedtoanaudiotrailforvisually
impairedvisitors,andproducedarecipe
bookandphotographyexhibition.
University of Leicester Botanic Garden
wantedtoincreasetheircapacityfor
workingwithdisabledpeople.TheirFeel
Greenprojectworkedinpartnershipwith
Mosaic,whichcoordinatesservicesfor
disabledadults.Mosaictrainedstaffand
helpedplanactivitiesandselectcommunity
groupstoworkwith.Thegardenhas
increasedaccessibilitybyimprovingpaths,
toiletsandinformationdisplays.
6 Howcanbotanicgardensgrowtheirsocialrole?
Bristol Community Plant Collection,
Bristol Zoo Gardens (BZG) wantedto
involvenewaudiencesinplantconservation
andbreakdownbarriersbybringingpeople
together.Recruitsfromprimaryschoolsin
deprivedareas,acommunitygardening
group,shelteredhousingandacarehome
forpeoplewithdementiagrewcalendula
plantsattheirownsitesandcollectedseed.
Asaresult,BZGwasabletoestablishthe
UK’sfirsteverdispersednational
collection.
***
Thesegardensranpilotprojects. Other
gardenscontributedtoBGCI’smanualsfor
gardens:Communities in Nature (2013)and
Caring for your Community (2015).
CGFalsosupportedtheThe Geffrye,
Museum of the Home ‘Evergreen
Gardeners’projectforisolatedand
vulnerableolderadultsandtheircarers,
and‘NaturePlay’,anactionresearchproject
foryoungchildrenattheRoyal Botanic
Garden Edinburgh.Theseprojectswere
notformallypartoftheCommunities in
Nature programme,butexploredthesame
issuesandprovidevaluablelessons.The
National Botanic Garden of Wales was
alsoinvolvedinprogrammediscussions.
Left: Urban Veg at
Winterbourne House
and Garden, University
of Birmingham. Photo:
Winterbourne House
and Garden.
Below: Year 7 pupils
going pond dipping at
Ness Botanic Garden,
University of Liverpool.
Photo: NBG.
Howcanbotanicgardensgrowtheirsocialrole?7
what positive impact did the
programme have?
Overall,thoseparticipatingwerevery
positiveabouttheprogrammeasanattempt
todevelopacohesivestrategyforbotanic
gardens’socialrole.Thepilotprojectshave
learnedhowto:
l
Approach,developandmaintain
relationshipswithdifferentcommunity
groups.
l
Supportstafftodelivertheirprojects,
developnewskillsandstarttoembed
thisworkwithintheirmission.
l
Begintoaccommodatetheneedsof
individualgroups.
Theyhavealsobeenabletoprovideeffective
casestudiesforotherstolearnfromand
beginimplementingattheirsites.
Organisational change
Anumberofparticipantssawtheprimary
benefitasopeningupadiscussionon
organisationalchange.Somefeltthe
programmewasabreakthroughin
providingtestcasesofsocialprogrammes
of varyingscope:
Itwasacatalystforchange.
Lee Hale, Head of Winterbourne House and Garden
Bristol Drugs Project participants writing
tree poems at Westonbirt, The National
Arboretum. Photo: Forestry Commission.
Forsomegardens,thelegacyoftheirproject
hasbeenparticularlypositive:
Attitudinalchangeisthesinglebiggest
benefitandstartingtobuildbridgeswith
thesecommunities… Isupposeit’sgiving
up alevelofcontrolandIthinkthat’svery
positive…Weare100%committedever
since.Wenowhaveacommunityvolunteer
teamthatworksspecificallyonthese
communityprogrammes…Ithasbecome
a specialityofours.Thelegacyisthatwe
are stillabletodeliver.Anditchanged
our mindset.
Ben Oliver, Learning and Participation Manager,
Westonbirt, The National Arboretum
RoyalBotanicGardenEdinburghalso
reportedchangingattitudes:
Itcertainlyhelpedtoembed‘community’
in theagendaforgovernanceappearingin
the corporateplan/strategicplan.Ithasn’t
appearedformallybefore.
Ian Edwards, Head of Exhibitions, Royal Botanic
Garden Edinburgh
TheimpactatBristolZooGardenshasbeen
similarlypositive:
Thewholeorganisationhaschanged…as
evidencedbythefactthattheorganisation
foundsomeresourcestocontinuetorunthe
project(atabasiclevel)afterwards.…It’s
strengthenedourlinkswithourpartner
organisations[BristolinBloom/Plant
Heritage/BGCI],alsoalonglistofcommunity
partners.…Thepositivefeedbackfrom
peopleinvolvedamazedme.Wegotmassive
presscoverageinternationally.Wehad
about 300peopleattendtheend-of-year
get-together.Wehavemaintainedour
community partners.
Edwin Mole, Head of Horticulture, Bristol Zoo Gardens
8 Howcanbotanicgardensgrowtheirsocialrole?
Working with new audiences
and vulnerable groups
Mostpilotprojectschosetofocuson
the socialinclusionelementratherthan
environmentalissues.Manyfoundthis
a revelation.Thoseinvolvedinprojects
includedfaithgroups,peoplefromethnic
minoritycommunities,disabledpeopleand
peoplewithspecialneeds,peopleliving
withdementia,vulnerableyoungadults,
peoplewithdrugandalcoholdependence,
andthoselivingindisadvantaged
communities.
Overall,participatinggardensfelttheyhad
engagedwithnewaudiences,somevery
challengingforthegardensconcerned.
Somegardenswerenowrecruitingnew
volunteersfrommorediversegroups.Some
hadestablishednewpartnershipswith
otherorganisations.Forthesegardens,
Communities in Nature provedthat‘social
inclusion’workthatoffersactivitiestonew
audiencesisdo-able,withtherightwilland
imagination.JuliaWillisoninstigatedthe
programmewhilebasedatBGCI.Nowat
Kew,shefeelstheprogramme:
TheGeffryeMuseumhadpreviouslyworked
witholderpeople,but:
…theytendedtobequiteactiveretiredbut
notvulnerableandisolatedolderpeople.We
arenowexpandingtoincludemoreisolated
olderpeoplevia‘ContacttheElderly’.
Laura Bedford, Access and Public Programmes
Manager, The Geffrye, Museum of the Home
Sheaddsthattheyarenowinterestedin
expandingtoworkwithdifferentaudiences,
forexample,“localfamilieswholiveinflats
intermsofgrowingfoodandhealthyeating”.
“It demonstrated to
gardens themselves that
they could engage more
meaningfully with their
local communities …”
Julia willison, Head of content
and Learning, royal Botanic
gardens, Kew
Students from the Cabot Primary
School growing calendula for
the Bristol Community Plant
Collection, Bristol Zoo Gardens.
Photo: Jessica Johns.
…demonstratedtogardensthemselvesthat
theycouldengagemoremeaningfullywith
theirlocalcommunities–thatpeople[the
projectparticipants]werereallyinterested
in theworkofbotanicgardens.
Julia Willison, Head of Content and Learning, Royal
Botanic Gardens, Kew (formerly Director of Education
at BGCI)
Allthepilotprojectswantedtoreachoutto
thosewhowerenotalreadyregularvisitors,
inparticular,disadvantagedgroups.
Westonbirtislikeanumberofbotanic
gardensinitsvisitorprofiles.It’simproving
butithasawaytogotoengagewiththe
broadestcommunity.Itstrugglestoattract
diverseaudiences.
Ben Oliver, Learning and Participation Manager,
Westonbirt, The National Arboretum
ThegardenatLeicesterworkedwiththe
AutismOutreachService,usinggardensfor
gardeningallotmentsandhands-onworkwith
teenagersfromdisadvantagedbackgrounds.
TheystillhavetheAutismOutreachgroupand
plantocontinueworkingwithit:
Itgaveusthefundingtoworkwithspecial
needsgroupsand…alevertogetfuture
fundingforfurtherwork.Thegroupshad
a greattimewithverygoodreviews.
Ruth Godfrey, Education Officer, University of
Leicester Botanic Garden
Howcanbotanicgardensgrowtheirsocialrole?9
“I like it when I’ve got mud
on my hands, I want it to
be real ... I don’t want it to
be theory.”
RoyalBotanicGardenEdinburghhasalso
seenitsrelationshipsexpand:
IlikeitwhenI’vegotmudonmyhands,
I wantittobereal...Idon’twantitto
be theory.
Wenowhavecommunitiesworkingwith
us whodidn’tbefore,someregularlyvia
volunteeringoreveninonecasethrough
takingupanapprenticeship.
Urban Veg participant, Winterbourne (quoted in
BGCI/RCMG, 2011)
Urban Veg participant, winterbourne
Ian Edwards, Head of Exhibitions, Royal Botanic
Garden Edinburgh
Inaddition,theprogrammeinspiredother
gardens,whosestaffspokeaboutitsimpact
ontheirpractice:
Howeasyitistobeginremovingbarriersto
participationandhowrewarding!
Sharon Willoughby, Manager Public Programmes,
Royal Botanic Gardens, Victoria
Ithinkit’sawonderfulprojectandreally
importanttohighlightthedifferentroles
a botanicgardencanplayfordifferent
audiences.
Bristol Drugs Project participant, Westonbirt (quoted in
Vergou and Willison, 2013)
Therewerealsopracticalimpactsinterms
ofmoreinclusiveaccess;forexample,some
gardensintroducedlabellingindifferent
languages,othersprovidedbetterfacilities
fordisabledpeople.
Impact for staff and volunteers
Benefits for participants
BGCIofferedstafftraininginproject
managementandcreativecommunity
engagement.Someparticipantsalso
receivedtrainingfromtheircommunity
partners,withprojectsthenproviding
practicalexperienceofcommunityworking
(VergouandWillison,2013).
Theprogrammeevaluationidentifieda
rangeofpersonalbenefitsforthosetaking
part(seeVergouandWillison,2013).These
included:
Manystaffmemberscommentedonthe
impactCommunities in Nature hadontheir
ownpractice.Forsome,itmarkeda
personalbreakthrough:
Bronwen Richards, Schools Education Officer,
Cambridge University Botanic Garden
l
l
Feel Green project horticulture
workshops for people with
disabilities at the University of
Leicester Botanic Garden.
Photo: Janet Clitheroe.
Increasedpersonalconfidence;
feeling trusted;theopportunityto
interactwithothervisitorsfrom
differentbackgrounds;thechanceto
be involvedincreativeprojects.
Newpracticalskills;theopportunityto
fulfilimportantelementsoftheirfaith
throughpracticalwork;anewand
stimulatingenvironmentinwhichto
learn;bringingpeopletogetherin
coordinatedlearning.
It’sthebestthingI’vedoneinmy
horticulturalcareer–Idon’tthinkthat
I will everdoanythingthatwilltopit.
Edwin Mole, Head of Horticulture, Bristol Zoo Gardens
Othersnotedachangeintheirownattitudes
andperceptions:
WhenIwasworkingwiththedrug-users
I wasapprehensivebutthesewere
misconceptions.They’repeople,justlikeme.
Volunteer, Westonbirt, The National Arboretum
l
l
10 Howcanbotanicgardensgrowtheirsocialrole?
Thenaturalhighfromthatdaygotmethrough
thewholeweekend[withoutusingdrugs],
whichIwasworriedabout.
Offeringfreshair,greenspaceand
exercise;healthyeatingandgardening.
Connectiontotheseasons;awarenessof
nature;agreaterglobalperspective
throughgardens’collections.
Gardenstaffwelcomedacquiringnewskills.
Theseincluded:projectmanagement
(includingtimemanagementand
multitasking),evaluation,communication
skills,publicspeaking,teachingskills,
teamwork,beingflexible,activelistening,
andskillsforworkingwithparticular
groups.Theirexisting‘soft’skillswere
also important;communityparticipants
commendedthefriendlyandapproachable
staff(VergouandWillison,2013).
what challenges did the
programme face?
Visitors from Pilton
Community Health Project
enjoy Edible Gardening at
the Royal Botanic Garden
Edinburgh. Photo: RBGE.
Despitetheconsiderablesuccessofthese
projects,discussionaboutthesocialrole
of abotanicgardenisstillinitsinfancy.
Participantsandotherinterviewees
identifiedsomeimportantproblemareas.
Somemaybeduetomisunderstandings
aboutthe‘pilot-project’natureofthe
programme.Othersaremoredeep-seated.
Theseinclude:
l
Lackofintegrationofthesocialroleinto
themission,visionandstrategyofthe
gardensasawhole.
l
Limitedinvolvementbydirectorsand
seniormanagementandscientific/
horticulturalstaff(withsomenotable
exceptions).
l
Avoidanceofpotentially‘problematic’
environmentalissues,suchasclimate
change.
l
Short-termnatureoftheprojects,which
weredependentuponexternalproject
funding.
Inthemain,gardenshavesuccessfully
addednewgroupstotheiraudienceprofile,
buthavenotfundamentallychangedas
organisations. Howcanbotanicgardensgrowtheirsocialrole?11
Organisational and staff attitudes
Senior staff
Intervieweesfelttherewasstillmuchtobe
donetoengageseniormanagementinthe
garden’ssocialrole.Asoneputit:“Atleast
halfofthebattlehasbeenconvincing
peopleinmanagementthatitwillbring
benefittothem.”Lackingclearleadership
leftsomestafffeelingadrift:
Itfeltlikeweneededaleadership
programme.…Noneofthemsawitasbeing
whattheywereabout.Quitesmall-scalelocal
projects–that’swhattheyseeasthe‘legacy’.
There’salackofunderstanding.[Some
directors]thoughtthatitwasjustactivities
ledbyeducation…It’snotembeddedinthe
organisation.
Anonymous staff member
Onesaid:
Thefactistheythoughttheyweredoingsome
nicecommunityengagementworkandthey
foundtherewereorganisationalimplications.
Anonymous staff member
Anothernoted:
Director-levelsupportisessentialfor
systemicchange.Theshiftandconversation
needstohappenatmultiplelevelsbutthe
directorisresponsibleformakingsureall
departmentsareinvolvedandiskeyto
ensuringsupportandcommunication.
Anonymous staff member
ManylookedtoBGCItotaketheleadin
addressingthislackofleadership(see
Recommendations).
Somealsofeltthatthereneedstobea
wider discussionontheroleofbotanic
gardenstoday:
BGCIneedstohaveamuchbigger
conversationatdirectorlevel,notjustabout
projectsbutwhatbotanicgardensare,aswell
asaseriesofdebatesandlectures,tolink
withleadershipprogrammesandchange
management...toworkwithdirectorsand
specialiststafftoshakeupnotionsofgardens
andwhatscienceisinthe21stcentury.
Anonymous staff member
Anevaluationoftheearlierprojectsfound
that“…thevaluesandaspirationsemerged
mostlyfromstaffontheground,abottomupratherthantop-down,phenomenon”
(BGCI/RCMG,2011).However,thingsdid
shift.Thelaterevaluationfounddirectors
12 Howcanbotanicgardensgrowtheirsocialrole?
recognisingthebenefitsofbeingpartofa
widerprogrammeonsocialinclusionand
acknowledgingthepositiveimpactof
BGCI’sorganisationalworkshops(Vergou
andWillison,2013).
The evaluation of the Evergreen
Gardeners project found that
some participants’ physical
dexterity had improved as well
as their emotional wellbeing.
Photo: Em Fitzgerald/Geffrye
Museum.
Other staff
Theevaluationofthefirstprojectsnoted
thatthesedidnottendtoinvolveeducation
orlearningstaff,eventhoughthey
were likelytohavetherelevantskills
(BGCI/RCMG,2011). Whereeducation
staff wereinvolved,however,therewasa
dangerthat theprojectswereseenastheir
soleresponsibility.
OftenthediscussionsarenotatDirector
level,they’reonlyateducationlevel.
Paul Cook, formerly at Ness Botanic Gardens,
University of Liverpool
Someeducationstaffareonpart-timeor
temporarycontracts.Smallworkforcesalso
remainanissue.Thiswaspickedupbythe
initial2010review(DoddandJones,2010)
andreinforcedinthe2015interviews:
Weareinanideallocationwithamassive
possibleaudience.Whatwedon’thaveis
the staff.
Lee Hale, Head of Winterbourne House and Garden
Participatingstaffandotherinterviewees
notedthat(againwithsomenoticeable
exceptions)‘specialist’(scientificand
horticultural)staffhadtendednottoget
involvedwiththeprogramme.Feedback
showedthesestaffwereoftenthemost
concernedaboutwhethernewandmore
diversecommunitygroupscomingintothe
gardenswoulddisrupttheir‘regular’work.
Manynotdirectlyinvolvedremainedlargely
unawareofanddisconnectedfromthe
projects.
Somefeltamorecomprehensivereviewof
staffrolesinbotanicgardensisnecessary,if
gardensaretomeettheirsocialrole.One
feltthepriorityshouldbeto:
…ensurethateverydepartment/staff
memberrelatessomeformofsocial
importancetotheirwork,betheyfinance/
horticulture/engagement.Ideallyeveryone
shouldhavesomeformofcontactwiththe
garden’ssocialprovision.
“BGCI needs to
have a much bigger
conversation at director
level … as well as a
series of debates and
lectures, to link with
leadership programmes
and change
management.”
anonymous staff member
frequentlyfeltunder-skilledintheareas
of diversity,communityengagementand
participation,havinghadlittleprevious
experienceofthistypeofwork.Even
discussingsuchconcernswasoftennew
to theirtraditionalwaysofworking.
Somealsoexpressedconcernaboutrushing
intoworkingwithmorediverseandhardto-reachaudienceswithoutadequate
discussionandpreparation,ideallyfrom
othersmoreexperienced,bothinandout
of thesector.Acommentatorinterviewed
as partofthisevaluationalsostressed
this point:
…thereneedstobemoreopen,engaged
discussionaboutthisworkingardens.Before
grabbingagrouptoworkwith,gardensneed
tore-framehowtodothisworkandwork
powerfullywithacademics,activistgroupsetc.
Dawn Sanders, academic specialist in botanic gardens,
University of Gothenburg
Thereisevidentlyscopefordiscussion
aboutleadershipandanewrolefor
specialiststaff(seeRecommendations).
Nevertheless,thereisagreatdealof
potentialonwhichtobuild,especially
with youngerstaff:
Anonymous staff member
Thepeerreviewforum’sworldcafé
discussionnotedaneedtobreakawayfrom
traditionaltrainingpathways;forexample,
horticulturaliststendtobetrainedinaway
thatdoesn’talwaystranslatetosocially
engagedwork.
Manystaffwereveryopenandhonest
about theinsecuritytheyexperiencedin
diversifyingtheiraudience.Theysaidthey
There’sanewgenerationcomingthrough
who arehiringpeoplenotscientists;they
are botanistsbutwithpeopleskills.
Ian Edwards, Head of Exhibitions, Royal Botanic
Garden Edinburgh
…theseadvocatesinembryoarealreadyto
be foundamongyoungbotanicgardenstaff,
intheearlystagesoftheircareers.Sotheir
involvementisessential.
BGCI/RCMG, 2011
Howcanbotanicgardensgrowtheirsocialrole?13
“It’s the first time I have
not thought about heroin
in the day.”
Bristol drug User Project, participant,
westonbirt
Volunteers
Tobeopentodevelopingsocialrelations,
gardensneedtoreflectontheseperceptions
withstaffand volunteers.Volunteerscould
alsobeapprehensiveabouttheprogramme.
Onedirectorspokeof:
Overcomingthenervousnessofvolunteers
thatworkingwiththeDrugsProjectwasnot
goingtomeansyringesallovertheplace…
[seeing]thetransformationfromscepticism
andnervousness…
Simon Toomer, Director, Westonbirt, The National
Arboretum
Likemanyinstitutionswithalonghistory,
botanicgardenshavealongstanding
issue ofdiversityinrecruitingstaffand
volunteers.Asonestaffmembersaid,there
isaneedto“breakthemouldofwhois
volunteering!”Onerecurringsuggestion
wastodiversifythevolunteerbasethrough
strategicpartnerships:
What’snotneededarevastquantitiesof
money,justadifferentwayofthinking,for
example[gardens]usevolunteersanyway,
but thequestionis,whichvolunteersand
couldstrategicpartnershipshelpwiththis?
Jocelyn Dodd, Director, Research Centre for Museums
and Galleries, University of Leicester
Manyhighlightedtheneedtocarryon
buildingonsuccess:
Theroleofvolunteeringisabig priorityfor
us.Wenowhave270volunteers.Manyof
themwouldbeindangerofexclusion.…[We
are]diversifyingourvolunteeringbaseto
provideworkexperienceforyoungpeopleto
helpthemdecidewhattheywanttodoinlife.
Simon Toomer, Director, Westonbirt, The National
Arboretum
14 Howcanbotanicgardensgrowtheirsocialrole?
Combining environmental
concerns and social engagement
Bringingtogetherboththesocialand
environmentalaimsoftheprogrammealso
remainsachallenge.Addressingtough
issuesofenvironmentalconcernwasnot
foremostontheagendaforalltheprojects:
Ithinkcreatingopportunitiesforpeople
to continuetogardencreatesasenseof
wellbeing.Wedidtoacertaindegreelookat
theenvironmentbutitwasverysecondary.
[Wearenowinterestedin]howthe
environmentalimpactcouldbestronger–
but notignoringthewellbeingaspect,which
isveryhighontheagendaeverywhere,with
moreknowledgeandopportunitiesto
measureitsimpact.
Laura Bedford, Access and Public Programmes
Manager, The Geffrye, Museum of the Home
Toaddressthis,BGCI’smanual,Caring
for your Community, explicitlyhighlights
projectswhichhaveafocusonthe
environmentaswellasthosewhich
encompassedsocialissues(Derewnicka
et al.,2015).
Therewassomefearofraisingdifficult
environmentalsubjectmatterwiththe
public.Manystafffeltthepublicwantto
cometobotanicgardensfora‘nicedayout’.
Theydon’twanttobedisturbedbytalkof
environmentalcrises.Butothers
challenged this:
Gardenscanunderestimatetheappetitefor
engagementonenvironmentalissues…
Communitygroupswantknowledge.They
enjoydevelopingexpertiseandthroughthis
canlearnaboutenvironmentalissues.Embed
ideasby‘stealth’,i.e.oncepeopleareengaged
throughdoingthingsthatinterestthem.
Julia Willison, Head of Content and Learning, Royal
Botanic Gardens, Kew
Therewasmuchagreementthat
environmentalissuesemerge‘organically’
whenyouengagepeoplepractically:
Reconnectingpeoplewithnatureisthe
first step.It’shardtoengagepeopleon
environmentalissuesifyouonlyhavea
one-offevent,butmorefeasibleoverlongertermengagement.Givingpeoplehopeand
empoweringthemtomakechangeandgiving
themopportunitiestodosoarekey.But
botanicgardenshavetoreachout,gotowhere
peopleare,workouthowtotakethelearning
intoanewplace!
Anonymous staff member
Staffmembershadmanytipsonintroducing
environmentalthemesfrompartnering
withorganisationsalreadysuccessfully
engagingonenvironmentalissues,for
example,TheConservationVolunteersand
theWildlifeTrustsintheUK,toframingthe
issuesintermsofthingspeoplealreadycare
aboutandareinterestedin.Oneexampleis
theBristolZooGardenscalendulaproject:
calendulagrowswildinAfrica,soa
conversationaboutclimatechangein
Africa arosenaturally.
Internationalgardenswerealsoseenas
offeringmuchinspiration.Interviewees
oftencitedChicago,inparticular,forits
partnershipsandenvironmentalactivism
withpeopleinthecity.Manystaffmembers
saidthey’dlikemorecontactwith
internationalcolleaguesonthis.The
Communities in Nature World Map showcases
casestudiesfromgardensaroundtheworld
andincludescontactinformation.Through
developingthisfurther,BGCIhopesto
facilitatethisinternationaldialogue.
BGCI has developed a
range of resources to
support gardens in
‘growing their social role’
and to provide evidence
of the impact of this work.
Somestaffwerealsoconfusedabout
the roleofevaluation.Theysawitasa
judgementratherthanreflectionthatcould
leadtoimprovement(BGCI/RCMG,2011).
Othersfeltitexcessiveforthesizeofthe
projectandthetimetheyhadavailable.
Therewasfarmorereportingthanwewere
everledtounderstand.Itwassummerterm,
whichmadeitextradifficultintermsof
capacity.Nobodyhadsaidhowmuch
reportingforsolittlemoney…Didn’thave
timetodoitproperly.
Ruth Godfrey, Education Officer, University of Leicester
Botanic Garden
ParticipantsattheWorldCafébacked
this up:
Theevidence-baseiscrucial–needtobeable
toproveyourimpactbutoftenthiscancome
outevenmoreexpensivethandoingthe
actualworksoit’saCatch-22.
World Café participant
Othershighlightedtheneedforamore
imaginativeapproachtoevaluation:
Weneedtogetoffsolelyeconometric
measures!Weneedtolearnhowtobetter
articulateculturalheritagevaluesand
inspiration.
Gail Bromley, independent consultant (formerly Head
of Community Engagement and Volunteering, Royal
Botanic Gardens, Kew)
Evaluating impact
Theoriginalresearchidentifiedlackof
evidenceofimpactasafactorinhibiting
botanicgardensfromassuminggreater
socialresponsibility(DoddandJones,
2010).Projectsdidhaveexcellentanecdotal
feedbackfromparticipants:
It’sthefirsttimeIhavenotthoughtabout
heroinintheday.
Butevaluationiscrucialforattracting
funding,promotingawarenessand
convincingseniormanagement(whooften
havescientificbackgrounds)ofthevalidity
oftheseprojects.BGCIEducationarevery
awareofthisandhave:
l
Publishedresultsofpilotprojectsin
peer-reviewedjournals,suchas
Environmental Education Research.
l
Compiledmanuals(Communities in
Nature and Caring for your Community),
collectingevidenceofthediversityof
socialinclusionworkinbotanicgardens
aroundtheworld;thisiscurrentlybeing
usedforbothdisseminationand
fundraising.
l
CreatedtheCommunities in Nature World
Map ofcommunityprojectsacrossthe
world,includingcasestudiesfromthe
manuals.
Bristol Drug User Project, participant, Westonbirt
Butevaluatinglong-termimpactremained
hard.Difficultiesincluded:
l
Havingdifferentparticipants
throughout.
l
Issuesaroundlanguageandtranslation.
l
Lowliteracy,makingtraditionalmethods
likeform-fillingproblematic.
l
Groupsnotwantingtogivecritical
feedback,astheyweresogratefulfor
beingincluded.
Howcanbotanicgardensgrowtheirsocialrole?15
Building a community
of practice
Funding and long-term
sustainability
Developingacommunityofpracticeon
botanicgardens’socialrolewasoneofthe
programme’skeyobjectives.Butithad
mixedsuccess.
Theseprojectswerepilots,deliberately
designedtotestnewwaysofworking.
Fundingwasnotintendedtoprovide
ongoingsupport.Someprojectshave
successfullyfoundfundingtocontinue
their workfromothersources:
Theinitialnetworkwasinspiringbutitwas
notfollowedthrough.Theconnectionhas
not continued–thatwouldbesomething
very useful.
l
WestonbirthasreceivedHeritageLottery
FundingtoexpandtheDrugsProject
Partnership,andisextendingthe
approachtootherisolatedgroups.
l
RGBEhasalsosecuredfollow-up
fundingfromtheHeritageLotteryFund
tofurtherembeditswork.Itrunsan
outreachprogrammeandseveral
communitygroupsnowhaveplotsat
the garden.
Ben Oliver, Learning and Participation Manager,
Westonbirt, The National Arboretum
Staffparticipantsinterviewedcalledfora
strengthenedcommunityofpractice,ledby
gardensalreadystronginthisarea,with
morededicatedconferences,seminars,
training,mentoring,exchanges,and
placementsrelatedtothegarden’ssocial
role.
l
Youcanfeelveryisolatedifyoudon’tfeelpart
ofacommunity.
Paul Cook, formerly Ness Botanic Gardens, University
of Liverpool
Acommunityofpracticealsoaddsto
evidenceforfunders:
Ithinkacommunityofpracticeisvery
importantasitgivesusaccesstoevidence
andexamplesforwhenwearetalkingto
organisationswemaywishtoworkwith.
Whenwedidthe[HeritageLotteryFund]
ActivityPlan,forexample,wewereableto
say wehaveseenthisworkinotherplaces.
Ben Oliver, Learning and Participation Manager,
Westonbirt, The National Arboretum
Tightfinancesandtimepressures,however,
canmakeattendingconferencesand
similarmeetingsdifficult:
IdidfeelIbenefitedwhenIwas[attending],
but…alsotoobusydelivering.[Acommunity
ofpractice]hastobereally useful.
Ruth Godfrey, Education Officer, University of Leicester
Botanic Garden
Hillcrest Primary School pupils
participated in the Bristol
Community Plant Project, Bristol
Zoo Gardens. Photo: BZG.
16 Howcanbotanicgardensgrowtheirsocialrole?
l
BristolZooGardenscontinuestogrow
its socialrolethroughconservationand
educationprojectsandinvolvementin
cityactivitiessuchastheBristolFestival
forNature.
TherelatedGeffryeMuseumprojecthas
alsogainedanotherthreeyears’funding
fromtheCityBridgeTrust.
But‘lackoffunding’wasthemostcommon
reasonforprojectsnotcontinuing.
TherecanbeaCatch-22:whenthegarden’s
socialroledependsonshort-term,external
projectfunding,workisguaranteedto
remainperipheral,endingoncefunding
stops.Thus,fundingcaninadvertently
contributetothemarginalisationofsuch
work.
Somerespondentsalsofeltagrowing
preoccupationwiththemarketplacerisks
removinggardensfurtherfromdiverse
audiences(whomaynotbeabletoafford
entrancefeesandcommercialproductsand
services).Othersectorsaresuccessfully
confrontingthis:
Thereisapotentialtensionbetween
commercialandcommunityengagementbut
itdoesn’thavetobeanissue.Forexample,
zoosthatdobotharealsoattractinglower
incomegroups.
Anonymous senior garden manager
Forothers,asocialroleissimplynotan
optionalextra:
It’snotan‘add-on’here,it’sfranklytheonly
waywekeepgoing.
Rosie Plummer, Garden Director, National Botanic
Garden of Wales
TheRecommendationssectionlooksat
somewaysoftacklingfundingchallenges.
Lessons from the programme
Responding to communities
Thefirstphaseevaluationconcludedthat:
“Forsocialprojectstowork,youhaveto
understandwhatthepeopleyouaretrying
toworkwithwanttodoandnotjustwhat
youwanttodelivertothem”(BGCI/RCMG,
2011).Somestaffclearlyrecognisedthis:
Attimesitisimportanttostandbackand
let thegroupleadermanagepartoftheday.
As gatekeepersfortheirorganisation,they
maybethebestpersontocommunicate
aspectsoftheprogrammetotheparticipants.
Chris Meakin, Education Supervisor, Westonbirt, The
National Arboretum (quotedinVergouandWillison,
2013)
Others,however,triedtosecond-guessor
fitparticipantsintoexistingprojectsand
didnotattempttofindoutwhatpeople
reallywantedorneeded.Again,senior
managementcouldmisunderstandthe
purpose:they“didnotseetheirsocialrole
asabilateralorconsultativeprocess”
(BGCI/RCMG,2011).BOX2starts:
Bristol Drugs Project clients
together with regular volunteers
coppicing the laurel shelterbelt
at Westonbirt, The National
Arboretum. Photo: Forestry
Commission.
Principles of community engagement
Capability building: Haveparticipants
/localcommunitiesidentifiedthe
capabilitiestheyneed;hasthebotanic
gardenidentifiedthecapabilitiesitneeds
tomeettheserequirements?
Community agency: Isthecommunity
centrallyinvolvedinthedevelopment,
implementationandreviewof
programmes?
Rooted in local needs: Hasthe
Communityledtheidentificationof
issuesandrequirements?
Reflection: Istherecontinuousdialogue,
debateandreviewofthedynamicsofthe
relationshipbetweenthepublicand
the organisation,astherelationship
develops?Hastherelationshipdeveloped
toenablemoreeffectivepartnership?
Howcanbotanicgardensgrowtheirsocialrole?17
Themostsuccessfulprojectswerethose
thatwereflexibleandadaptedtowhat
participantswanted.AtWestonbirt,staff’s
preconceptionsabouttheprojectshiftedas
theprojectdeveloped,directlyinfluenced
bytheviewsandinterestsoftheproject
participants:
Wewantedtobeabletotalkabouttree
conservationandclimatechangebut[it
becameclear]thisisnotnecessarilywhat
thesegroupswanttotalkabout.
Ben Oliver, Learning and Participation Manager,
Westonbirt, The National Arboretum
Throughconsultation,theprojectchanged
fromamodelofone-way‘teaching’toone
ofparticipatorylearning,ashiftfrom
‘passivebeneficiary’to‘activeagent’forthe
individualsandgroupsinvolved:
Previouslythemodelwasquitepassive–we
designedaprogrammeforthecurriculum.
Butwiththecommunitysideofthingswe
wentoutintothecommunitytofindoutwhat
theywereinterestedin.Wetrialledsessions,
gavethemtastersessionsandtheychosewhat
theylikedornot.Wenowbuildaprogramme
with them.
Ben Oliver, Learning and Participation Manager,
Westonbirt, The National Arboretum
The Urban Veg project at
Winterbourne House and
Garden, University of
Birmingham. Photo:
Winterbourne House and
Garden.
Buildingtrustandgoodrelationships
withcommunitiesmeanttakingtime
andallocatingsufficientstaffand
resources,particularlyintheplanning
phases(VergouandWillison,2013).
Anotherfactorisrunningmultiple
sessionsratherthanone-offevents:
TheCommunities in Nature projectreally
allowedustospendalotoftimetodevelop
staffandvolunteersovermulti-visitsessions,
breakingdownbarriers.
Ben Oliver, Learning and Participation Manager,
Westonbirt, The National Arboretum
Butthisisanotherareathatmayrequire
attitudestochange.Botanicgardenstend
to offerone-offvisitsfortheirtraditional
audiencesandarelessaccustomedto
workingonlonger-termcommunity
projects(VergouandWillison,2013).
Participantsalsoverymuchappreciated
projects’attentiontodetail.For
example,Winterbourneprovideda
prayerroomforMuslimvisitorsaspart
oftheirproject.
“I can see a shared
apprenticeship scheme
– two days a week in
botanic gardens and
two days with us.”
Thisindicatestheimportanceofbotanic
gardensdevelopingaudienceresearchskills
iftheyaretogrowtheirsocialrole(Interim
programmereport,Jun14,unpublished).A
workshopongrowingthesocialroleatthe
EuropeanGardensConsortiuminPraguein
2013concludedthatgardensneedmodels
foraudienceresearchandtodeveloptheir
staffskillsinthisarea.BGCIistakingsteps
onthis.BGCIEducationpublishedaspecial
issueofitseducationreview,Roots, on
‘PuttingtheAudienceFirst.BGCIisalso
currentlydevelopingaproposalforatoolkit
onstaffskillsandstrategiesforaudience
developmentforgardensworldwide(Reach
Out project).
clare Joy, organiclea
Above: Working with disabled visitors,
the Feel Green project at the University of
Leicester Botanic Garden focused on
horticulture, plant uses, the environment
and art. Photo: ULBG.
Working in partnerships
Buildingorstrengtheningpartnerships
withorganisationsandcommunitygroups
wasakeyaspectindevelopingsuccessful
communityprojects(Derewnickaetal.,
2015).Bothintervieweesandthose
attendingthePeerReviewForumstressed
theneedforpartnership:
Weareveryawareinthecurrenteconomic
climatethatweallhavetodocross-sectoral
partnerships.
Community-basedenvironmental
organisationsatthe PeerReviewForumalso
suggestedimmediatewaysofcollaborating
withbotanicgardens,formutualbenefit:
We’vehadalotofsupportinurbanfood
gardens–theprofilehasbeenraisedoverthe
lastdecade.Wearenowverykeentoconnect
ittoothersinthehorticulturesector…Ican
seeasharedapprenticeshipscheme–two
daysaweekinbotanicgardensandtwodays
withus.
Clare Joy, Organiclea
Diversity sector commentator
TheGeffryeMuseumprojectdemonstrates
thevalueofpartnershipinpractice.They
setinplaceanadvisorypanelthat:
…meetsonaquarterlybasisandgivesadvice
ontheprojectandwheretoget
transport/fundingetc.Itismadeupof
representativesfromparticipating
organisationsandalsoprojectparticipants.
Laura Bedford, Access and Public Programmes
Manager, The Geffrye, Museum of the Home
Thisisclearlyawaytoembedongoing
partnershipsthatplan,develop,deliverand
evaluatecollaboratively,sharingknowledge
andexperience.
TheConservationVolunteers(TCV)
expressedakeeninterestinworking
with botanicgardens.Theyarealready
doingsomeworkwiththeBotanicGardens
inBelfast.
Othershighlightedtheimportanceof
workingwithexistingnetworkswith
overlappinginterests,suchasNatural
England’s‘OutdoorsforAll’workinggroup:
Therearearangeoforganisationsdelivering
comparableservicesandwearepoorat
talkingtooneanother…Weneedacommon
voicetogetthroughtothoseresponsible
for policyandcommissioning.Ifwehave
evidencewecanshowwecandeliveron
preventativestrategiesthatsavecostsfurther
downstream…localsocialservicesand
healthcareandbotanicgardenscouldengage
inaprocessofmutualexploration.And
botanicgardensofferaphysicalfacilitythat
otherorganisationssimplydon’thave.
Ian Egginton-Metters, Assistant Chief Executive,
Federation of City Farms and Community Gardens
Howcanbotanicgardensgrowtheirsocialrole?19
Learning from others
Thereisplainlyalotofknowledgeand
experiencetodrawoninothergardens,
othersectorsandcommunity-based
organisations.BGCIisputting
considerable timeandresourcesinto
disseminatingthisexperiencefrom
within thebotanicgardenssector.
Learningfromothersectorshasgreat
potentialbenefit,forexample,insharing
an understandingofworkingwithdiversity,
andopeningupideasonactivepublic
engagementwithbothscienceand
diversity inbotanicgardens:
Thediversityworldhasbeenverygood
at lookingatartsandhistory,butnotso
good at includingscienceandbotany.
The responsibilityfordoingthatisfor
horticulturaliststostepforwardtouse
their intellecttomarrythesetwoworlds
of diversityandscienceandunderstand
what itmeansfordiversity.
Diversity sector commentator
Museums,inparticular,arefurtherdown
theroadofpublicparticipation.Aswellas
learningpositivelessons,botanicgardens
canavoidsomeofthepitfallsexperienced
bythatsector,notablythedangersofshorttermfundingthatcannotbescaledup:
20 Howcanbotanicgardensgrowtheirsocialrole?
Myadvicetothebotanicgardenssectorisnot
tomakethesamemistakesasthemuseum
sector–puttingmoneyintoshort-term
projects.Itisawasteoftime.
Diversity sector commentator
ThePeerReviewForumstrongly
encouragedgardenstolearnfromothers,
nationallyandinternationally,whoare
alreadystrongincollaborativeworking
with diversity.Thereismuchvaluable
learningto besharedfromothersectors.
Themeetingdiscussedhowgardensmight
exchangeknowledgewithcolleagues,
includingacademicsandcommunity-based
activistgroups,withopportunitiesfor
workshops,conferencesandtraining
schemeswithfurtherhelp,adviceand
assistancefromfunders.
Sharing skills
Assomepointedout,forprojectstobetruly
inclusiveandparticipative,it’snotonly
what gardensaredoingbuthow theygo
aboutitthatmatters:
It’sonethingworkingwithlotsofgroups,it’s
anotherthingforthosegroupstofeelthey
haveasenseofcommitmentandownership.
Chandan Mahal, formerly Participation and Learning
Manager, Royal Botanic Gardens, Kew
Watering calendula plants at Robinson
House Care Home, for the Bristol
Community Plant Collection, Bristol Zoo
Gardens. Photo: BZG.
Goodpracticeexistsbothwithinand
outsidethesectorthatcouldbeshared.
For instance,Westonbirtemployed
two communityofficersin2014.The
recruitmentprocesspaidspecialattention
toapplicants’experienceincommunity
engagementandworkingwithdiverse
groups.Thiswasseenassignificant
progressmadepossiblethroughthe
garden’sexperiencewithCommunities
in Nature.
Itwassuggestedthatcolleaguesbothin
othergardensandwithin gardensshould
begintosupporteachothermorethrough
peermentoringandreview,andthe
fosteringofopenandhonestreflective
practice:
Itwouldbereallybeneficialtohave
shadowingopportunitiesinanother
organisation,forexample,anexpertmentor.
Ben Oliver, Learning and Participation Manager,
Westonbirt, The National Arboretum
BGCIiscurrentlyassessingthepotential
for peermentoringwithinandbetween
gardensandhowBGCIcouldsupportand
facilitatethis.
Learning from abroad
Internationalrespondentsoutlinedawide
rangeofprojects,including:
l
Short-termprojects,mostlyeducational
andsomeexperiential(mainlywith
children).
l
Workwithsmallgroupsfromdiverse,
marginalisedcommunities.
l
Afewoutstandingexamplesofembedded
work,inwhichwholeinstitutionsdisplay
adeeplyrootedcommitmenttotheir
socialrole.Thesegardensworkhandin-handwiththeircommunitiesin
partnershipwithcommunity-based,
volunteerandenvironmentalactivist
organisationsandlocalgovernment
authorities(evenifsometimeswithout,
asyet,fullcooperationfromacrosstheir
organisations).Examplesincludethe
botanicgardensinSydney,Chicagoand
Brooklyn.
Thisverybroaddefinitionof‘growinga
socialrole’raisesthequestionofwhether
someformofstandardisationwouldhelp
evaluatesuchwork(seeRecommendations).
However,almostseventypercentofthe
internationalrespondentssaidtheyhad
beenlargelyunawareofCommunities in
Nature andregrettednotknowingmore.
Manywereinterestedintheideaofan
internationalcommunityofpracticebased
onascaled-upversionoftheprogramme.
LiketheUKgardens,mostofthese
respondentshighlightedaseeminglack
of commitmentfromleadershiptotheir
garden’ssocialrole,makingitdifficult
for theworktobesupportedacrossthe
organisationandtogrow.Theywantedto
seeBGCIgobeyondasupportiveroletoact
as leader forthesector,helpingmovethe
sectoraheadwithitsincreasinglyimportant
socialrole.BOXstarts:
inspirational gardens
Internationalcolleaguescitedthesegardens
asinspiringin:theirsocialrole;their
innovativeandactiveworkwithpeople
(volunteers,participants,co-producers)
withintheirlocalities;workingwithawide
rangeofpartnershipstomakerealchange
happen;workingwithcommunitieson
conservationandclimatechange:
– MakerereUniversityBotanicalGarden,
Kampala
– MexicanAssociationofBotanicGardens
– MinnesotaLandscapeArboretum
– MissouriBotanicalGardenMadagascar
Program
– TheMortonArboretum,Chicago
– AustralianAridLandsBotanicGarden,
PortAugusta
– NationalBotanicGarden,Havana
– BristolZooGardens
– NationalMuseumsofKenya,Nairobi
BotanicGarden
– BrooklynBotanicGarden
– ChicagoBotanicGarden
– ClevelandBotanicalGarden(especially
itsGreenCorpsprogramme)
– DenverBotanicGardens
– Eastwoodhill,NationalArboretumof
NewZealand
– EdenProject
– ElJardínBotánicoRegionaldelCicy,
Yucatán
– NewEnglandWildflowerSociety
– NewYorkBotanicalGarden
– PhippsConservatoryandBotanical
Gardens,Pittsburgh
– RoyalBotanicGardenEdinburgh
– RoyalBotanicGardensVictoria
– RoyalBotanicGardens,Kew(especially
foritsinternationalwork)
– RoyalBotanicGardens,Sydney
– FairchildTropicalBotanicGarden,
Miami
– RoyalTasmanianBotanicalGardens,
Hobart
– TheGeffrye,MuseumoftheHome,
London
– SANBI(SouthAfricanNational
BiodiversityInstitute)
– GulleleBotanicGardens,AddisAbaba
– SingaporeBotanicGarden
– JardínBotánicodePuebla
– StateBotanicalGardenofGeorgia
– JardínBotánicoRegionaldeCadereyta,
Queretaro
– WarsawUniversityBotanicGarden
– JardínEtnobotánicodeOaxaca
– XishuangbannaTropicalBotanical
Garden
– Westonbirt,TheNationalArboretum
Howcanbotanicgardensgrowtheirsocialrole?21
Improve communication about
social projects
Thereisaneedforbettercommunication
notonlybetweenorganisationsbut
also betweeneachorganisationandits
stakeholdersand,crucially,within
organisations(BGCI/RCMG,2011).
Communicationwithingardenswasseen
as apriority:
It’softenhardtofacilitate‘up’
communicationinstronglyhierarchical
organisations,especiallyasmanybotanic
gardensarepartofwell-establishedand
traditionallyformedheritage/universitysites.
Itthereforerequiresongoingcommitment
andhardworktocommunicate‘up’ordo
successful‘in-reach’.Therearegreater
challengescommunicatingworkinternally
thanexternally.Systematicchangeis
needed inordertokeeptheconversation
going.Itisimportanttoknowwhatyour
fellowcolleaguesaredoingindifferent
departments.Notonlytobeintouchwith
organisationalmissionbuttoencourage
cross-departmentalcollaborations.
Issues with funding
Some,however,flaggedthatlackofvision
canalsobeaproblem:
Issueswithshort-termfundingrunthrough
manyofthesechallenges:
Assomeonenewtothefundingapplication
processIamdisappointedthathardlyany
fundersgivefundsforstaffwages.Thisisa
realproblemwithacommunityproject.
Anonymous staff member
Themajorityoffundingisforshort-term
projectsandsoawholeorganisationmaybe
committedtothecausebuttheyarethen
trappedinshort-termgoalsifthisistheonly
fundingtheycansecure.
Fundingisabitofanexcuseforgardenswho
arenotreadytoembracethistypeofwork.
Julia Willison, Head of Content and Learning, Royal
Botanic Gardens, Kew
Fundersalsofeltthatthesectorlackeda
sharedvisionandacohesivestrategybuilt
onpartnershipswithotherorganisations
withoverlappingmissions:
Botanicgardensisnotamovementbutit
couldbe–wedon’thearfrombotanic
gardens.
World Café participant
Theprogrammeevaluationnotedthat:
“Whileshort-termprojectfundingmaysow
theseedsforchange,strategicfinancingis
essentialtosustainchangeoverthelonger
term”(VergouandWillison,2013).The
WorldCafédiscussedhowfunderscould
bestusetheirresourcestosupportgardens
togrowtheirsocialrole.Funderswere
enthusiasticaboutbecominginvolved:
Jenny Dadd, Grants Manager (Environment Lead),
Esmée Fairbairn Foundation
Botanicgardensshouldlookatleveraging
existingprogressandresourcesinvolving
sectorsthatmaybefurtheralonginrelation
to‘socialrole’funding.
Inturn,funderscouldconsider:
l
Backingflexibleprojectswithbroad
outcomesthatmayberefinedin
collaborationwithlocalcommunities
duringtheextendedplanningphase
(VergouandWillison,2013).
l
Helpinggardensfocusonbusiness
planning,includingexaminingthe
tensionbetween‘commercial’and
‘social role’missiondevelopment.
Anonymous education staff member
TheWorldCafédiscussionconcludedthatit
isparticularlyimportanttopublicisethe
credibilityofthedepartmentresponsible
forcommunityoutreachandshowthat
publicengagementisacorevalueandnota
cost.Suggestionsfordoingthisincluded:
l
l
Createorganisationalownershipthrough
internalPR,suchasstaffconferences,
invitingstafftoexperienceandrecognise
theimportanceoftheworkofstaff
specialisingindifferentareas.
Useexternal/publicrecognitionfor
internalinfluence,forexamplesharing
successstoriesthroughsocialmedia.
l
Facilitateskills/trainingforvolunteers,
creatingnetworksof‘friend’
organisationsinthecommunity.
l
Createsocialenterpriseandselfsupportingmodelsthatcangenerate
revenueoffthebackofprojectsinitially
fundedintheshortterm.
Wewouldwanttoseeaholisticapproach
that integratesoutcomesforpeoplewith
opportunitiesthatthesegreenspacesoffer
in urbanspacesfordiverseandunderrepresentedcommunitiesinskills,
education,volunteering.Therecouldbean
evenbiggerrelationshipwithschools–
there iswonderfulpotential.Thisisnotto
downplay[thegardens’]conservationrole.
Wearealwaysabletofundprojectsthat
furtheraknowledge-pursuingstrategyand
[we]tryandfundbiodiversityprojects.…
Gardenscouldaccessgovernmentfundingfor
anapprenticeshipprogrammeforunderrepresentedcommunities.Thereisastrong
businesscasefordiversifying[audiencesand
fundingsources].
Jo Reilly, Head of Participation and Learning, Heritage
Lottery Fund
Wearereallyinterestedincommunicating
withurbanaudiencesaboutwider
environmentalissues,particularlybecause
there’sadisconnectwithyoungerpeople.
Jenny Dadd, Grants Manager (Environment Lead),
Esmée Fairbairn Foundation
22 Howcanbotanicgardensgrowtheirsocialrole?
BGCIisalreadyexploringsomeofthis:
Iamveryinterestedindevelopingbusiness
modelsforbotanicgardens,forhowthey
can continuetodevelopthisworkonan
ongoing basis.
Asimina Vergou, Head of Education, BGCI
Furthernetworkingandco-development
conversationswithfundersareplainly
worthfostering.SeetheRecommendations
sectionformoreondevelopingfunding.
recommendations for
better practice
Thissectionoutlinesarangeofbroad
recommendationsfortransformingbotanic
gardensinorderforthemtomeettheir
socialrole.Italsoincludessuggestionsfor
practicalnextsteps,largelytobetakenby
BGCIincollaborationwithothersand
gardensthemselves.
BGCIisalreadywidelydisseminatinggood
practiceviapublications(seeReferences).
Tomovequicklyonmakingbestuseof
practicebyleadersinthefield,thisreview
recommendspromotingsuchgardenstoact
asa‘hub’,leading,mentoringandsharing
goodpracticewithothergardenstohelp
themdeveloptheirsocialrole(seebelow).
Establish a ‘community of
practice’
Next steps for BGCI
Thereisclearlyagreatdealofinterestina
communityofpractice,workingnotjustin
theUKbutinternationally.BGCIhasavery
importantroleinchampioningthis.But
thereisfirstaninternalconversationtobe
hadwithinBGCIitself:
l
l
Nurtureanddevelopacommunityof
practiceongardens’socialrole.
Explorelearningfromothersectorsand
linkingwithotherinstitutionsoutside
thesector,forexample,sharingan
understandingofworkingwithdiversity
andactivepublicengagement.
Perspectives, an exhibition of photos of
Westonbirt, The National Arboretum,
taken by Bristol Drugs Project
participants. Photo: Westonbirt.
l
Initiateasector-widediscussiononaset
ofprinciplesforgardens’socialrolein
general,andCommunities in Nature in
particular,lookingat:
l
Activecitizenship
l
Capabilitydevelopment
l
Developingsustainablepartnerships
l
Beinglocallyinformed
l
Supportinggenuine,positivechange
l
Buildingstrongcommunities
l
Fostering‘criticalfriends’
Thereisstillworktodoonunderstanding
whatwemeanatBGCIintermsofgrowing
gardens’‘socialrole’.
Asimina Vergou, Head of Education, BGCI
Howcanbotanicgardensgrowtheirsocialrole?23
Identify and support
hub gardens
Set up good practice
standards
Leadgardens,alreadystrongintheirsocial
rolebothintheUKandelsewhere,could
forma‘vanguard’group,fromwhichother
gardenstakeinspirationandlearnnew
skillsandstrategies.
Thoseinvolvedinworkshopdiscussions
at the2015InternationalCongress
recommendedthatBGCIhelpthebotanic
gardensectortoidentifystandards and
perhapsevenabrandtowhichgardens
mightaspire.Thesewouldidentifyand
advertiseprinciples,standardsand‘ways
of working’withcommunitiestowhichthe
botanicgardensectoradheres.Modelsto
buildonarealreadyavailableinthesector.
Hubscanhelpsignificantlyinboththe
developmentanddisseminationof
standardsofgoodpracticeandalsostaff
development.Hubsmightestablishvirtual
orliveworkinggroupscomprisingbotanic
gardenstaffandpartnerorganisations.At
thecentreoftheirownnetworks,theycould
supportthedevelopmentofcommunitiesof
practiceandgalvanisechangesinpractice:
Suchstandardscouldraiseprofile,reachout
tofunders/donorsandbepartofinduction
processesfornewgardenstaff.
Next steps for BGCI and funders
Weneedsomeleadgardens…toshow
everyoneelseitcanbedone…the
long-term benefitsoftakingitfurther.
Paul Cook, formerly at Ness Botanic Gardens,
University of Liverpool
BGCIneedstoidentify,supportandhelp
findfundingfor‘hub’gardens.BGCI
should workcloselywiththedirectorsof
thesegardenstodevelopanetworkthat
can leadacommunityofpractice,acting
as mentors/trainersandsupporting
other gardens.
Thiswouldinturnhaveimplications
for fundersintermsoftheirbest,most
effective,sustainableinvestmentandtheir
roleinbrokeringrelationswithother
fundersandorganisations.
l
Workwithidentifiedhubstoinitiate
sector-widedialogueonstandards.
l
Engagewithexistingresearch
consortia withoverlappinginterests
(suchashealthandwellbeing,and
climatechange).
l
Traingardenstaffinaudience
developmentanddatacollection,to
informstrategicplansandsupport
fundingapplicationsandlocal
authority support.
l
Establishstandardsandbrandingfor
botanicgardens’socialrolethatcan
be regularlymonitoredandevaluated
with communitypartners.
Next steps for BGCI
l
Identifylead(‘hub’)gardens,nationally
andinternationally,tohelpestablish
standardsof‘socialrole’practiceanda
supportive‘communityofpractice’for
gardens’socialrole.
l
Investigatebetterwaystoreflect
collaborativelyonpracticethroughhub
mentoringandpeerreview,helpingto
builda‘communityofpractice’.
l
Setupalargeconsultationprocess
with potentialpartnersandestablisha
CommunityPartnershipAdvisoryBoard,
torolloutlocaladvisoryboardsin
botanicgardens,whichcanlaternetwork
acrossthesector.
24 Howcanbotanicgardensgrowtheirsocialrole?
Sowing seeds for the
Bristol Community Plant
Collection, Bristol Zoo
Gardens. Photo: BZG.
l
Reviewstaffroles,jobdescriptions
and training;developa(funded)action
learning/seminarprogrammeaimed
at shiftingthescientist/academic
role withinbotanicgardensfroma
‘gatekeeper’modeltoa‘facilitator’and
fellowparticipantmodel.
l
Institutesharedresponsibilitythrough
cross-departmentalprogramme
managementstructuresforplanning
and delivery.
Next steps for developing garden staff
(led by BGCI with senior staff)
l
Assessandaddresswhatskillsstaffneed
tosupporta‘socialrole’.
l
Addressstaff’sunderstandingofworking
withdiversityandrelatedaudience
developmentthroughtrainingand
mentoring.Establisha‘Diversityin
Nature’professionalsupportnetwork.
l
Establishatraineeshipschemein
partnershipwithactivistorganisations
alreadyofferingthese,suchas
Organiclea.
l
Raiseindividualgardens’socialprofile
throughleadinglocalactionsforpositive
environmentalchange.
l
Establish‘criticalfriend’relationswith
communitypartners/participants.
Next steps around volunteers (led by
BGCI with garden staff and community
organisations)
Develop skills and capacities in
gardens and communities
Thisreviewhasidentifiedanumberofareas
wherestaffandotherparticipantsneed
supporttodevelopskillsandbuildasense
ofcommonmission.
l
Reviewthesocial/culturalcomposition
andrecruitmentofgardenvolunteers;
workinpartnershipwithvolunteer
agenciesandfunderstoinstitutean
accreditedvolunteeringprogramme.
l
Developthecapabilitiesofparticipants
andlocalcommunitiesandthosethatthe
gardenneedstodelivereffectively.
Next steps around communities (led by
BGCI with garden staff and community
organisations)
l
Developcapacitiesinpartnershipwith
community/environmentalactivist
organisationsforco-produced
programmesin and out ofgardens,based
onwhatpeoplecanbringto gardens,as
wellwaswhattheycanlearnfrom
workingwith them.
l
Ensureparticipantscanmakepractical,
positivechangeintheirlocalityand/or
garden,withasenseofjoint
achievement.
Next steps for senior staff (led by BGCI)
l
Createaleadershipprogrammefor
the sector.
l
Createaprofessionaldevelopment
networkforgardenleaders.
Howcanbotanicgardensgrowtheirsocialrole?25
“Gardens could access
government funding
for an apprenticeship
programme for underrepresented communities.
There is a strong business
case for diversifying
[audiences and funding
sources].”
Participantsinthisreviewidentifiedtwo
mainwaystointegratethesocialroleinto
thegardens’mission:
l
l
Communities in Nature wasconcernedwith
increasinganddiversifyingaudiences.But
italsoaimedtochallengethenatureofa
garden’sengagementwithpeople,toshift
theperspectivefrompeoplebeingpassive
consumerstobecomingactivepartners.A
focuson‘activecitizenship’and‘capability’
developmentshouldbethebasisoffuture
fundingapplicationsfortheprogramme.
Thismaywellmeanworkingcollaboratively
withcommunitiesnotjustinsidebutalso
outside thegarden.Somegardensaround
theworldalreadydothis.
Thereisadiscussiontobehadabout
whetherthesector’scultureencourages
this shift.BothUKandinternational
participantsfrequentlyidentifiedthe
exclusionofthesocialrolefromthe
missionsofindividualbotanicgardens
as a primaryroadblock.Butthereisalso
concernthatgardensshouldnotbediverted
fromtheiroriginalmission.Indiscussions
aroundthisreview,PaulSmith(BGCI
SecretaryGeneral)notedtheimportance
of lookingathowbotanicgardens’existing
DNAandexpertisecanbestbeusedtofulfil
thegarden’ssocialrole.Othersechoedthis:
l
Launchitsnewvision/missionfor
botanicgardens.
l
Positionthesocialroleattheheartofits
newstrategy,runningthroughoutthe
organisationalplanandsupportedbya
revisedcommunicationsstrategy.
l
Initiateasector-widereviewofmission
forgardens’socialrole;support
integrationofthe‘socialrole’intothe
renewed mission,visionandstrategyof
eachgarden;roll-outtheprogrammeof
gardens’vision/missionandstrategic
plandevelopment,withBGCI’snew
policiesasamodel.
l
Createaseriesofinter-disciplinary
discussionsleadingtoafunded
developmentprocessacrossthesector
andwithotherstakeholders.
Develop different funding
approaches
Respondentsfeltstronglythatthereisarole
hereforBGCI.
Next steps for BGCI with funders
l
Developfundingpartnershipstosupport
thenextstageofCommunities in Nature.
l
Meetfundersandexistingnetworksto
explorebetterstrategiesforpotential
fundingcollaborations;learnfrom
fundinginothersectors.
l
Investigatestrategiesforbrokering
a widerrangeofsustainablefunding
opportunities.
l
Focusonbusiness-planningmodels
for gardens.
l
Developastrongcommunications
strategy.
[Asocialroleis]Huge.It’scoretoourbeing–
butit’snotourcoremissionandpurpose.
Anonymous botanic garden director
26 Howcanbotanicgardensgrowtheirsocialrole?
Thedevelopmentofcross-departmental
managementstructuresingardensfor
planningand deliveringsocialrole
programmes.
Next steps for BGCI
Jo reilly, Heritage Lottery Fund
Incorporate the ‘social role’ in
gardens’ mission
Aprogrammetosupportthedevelopment
ofgardens’visions/missionstatements
andstrategicplanswiththesocialrole
embeddedthroughtheirwork.
l
Createorexpandafundraising/
developmentposttoinvestigatenew
partnerships/areasofcollaborative
funding.
l
Engagewithexistingsocial/environmental
networks,environmentalactivist
organisationsfocusedonactivechange
andorganisationsengagedincommunitybasedurbanconservationprogrammesto
demonstrateapracticaldifference.
l
InviteUKandinternationalscienceand
naturalhistorymuseumstodiscuss
overlappingconcernsandstrategiesand
potentialcollaborationand/orshared
fundingandprogrammes.
afterword
Theprogrammehasalsohighlightedthe
obstaclesassociatedwithbringinginnew
ideasthatchallengethenormandwhich
maybeperceivedbybothvisitorsand
botanicgardensstaffasperipheraltotheir
interestsormission.Fromthevisitors
we havelearntthatengagingthemon
their owntermsisanessentialprecursor
to anydiscussionsaboutplantsorthe
environment.Fromthestaffandvolunteers
withinbotanicgardenswehavelearntthat
communicatingtheimportanceofour
work canbedifficultnotonlytoexternal
audiencesbuttoeachotheraswell.For
example,botanicgardeneducators
frequentlystruggledtogetsenior
managementortheirpeersinscienceor
horticulturetounderstandtherelevance
of theiroutreachwork,andviceversa.
Artwork inspired by
calendula grown for the
Bristol Community Plant
Collection, Bristol Zoo
Gardens. Photo: BZG.
BotanicGardensConservation
International(BGCI)isverygratefulto
the CalousteGulbenkianFoundationfor
fundingandsupportingtheCommunities
in Nature project,whichhasbeena
tremendouslearningexperienceforall
involved.Communities in Nature,through
publications,onlinecontentandinnovative
projectsinsixbotanicgardens,hasclearly
shownthatreachingoutto,communicating
withandvaluingcommunitiesthatwould
notnormallyvisitabotanicgardenisboth
worthwhileandrewarding.Commentsfrom
botanicgardenstaffsuchas‘It’sthebest
thingIhavedoneinmyhorticulturalcareer
–Idon’tthinkthatIwilleverdoanything
thatwilltopit’togetherwithsustained
interactionswiththosecommunitieslong
afterthefundinghasgone,suggeststhatthe
Communities in Nature modelhasproduced
sustainedbenefitsforallinvolved.
Tothoseofuswhoworkinbotanicgardens
allofthisringstrue,andwhereCommunities
in Nature isparticularlyvaluableisinits
recommendationsabouthowwecanbreak
downthesebarriersbetweenpeople.
Developingacommunityofpracticewith
inspiringindividualsandapproaches;
involvingbotanicgardenmanagement,
horticulturalists,scientists,educators
and communityleadersfromtheoutset,
and exchangingideasandexperiencesare
all usefulwaysforward.Ofthegreatest
importance,however,isthesureknowledge
thatbotanicgardensneedtogobeyondtheir
wallsandtakealeadingroleinengaging
and empoweringallcommunitiestovalue,
conserveandsustainablymanageplantsand
theirnaturalenvironment,inawaythathas
immediatebenefitsforthem.AtBGCIwe
arefullycommittedtoachievingthis,and
we willdoallwecantomainstreamthis
approachacrossourbotanicgarden
membershipworldwide.Growingoursocial
roleshouldnotberegardedasperipheral
or extraordinary;itshouldberegarded
as essential.
dr Paul Smith, Secretary general, Bgci
Howcanbotanicgardensgrowtheirsocialrole?27
ABOUT THIS PAPER
REFERENCES
Thispaperisbasedonafullerevaluationby
DrBernadetteLynch(Lynch,2015).Her
reviewdrawson:
BGCI/RCMG,2011,Growing the Social Role:
Partnerships in the Community, BGCI
Initial review with Communities in
Nature participants and stakeholders
Acombinationofonlinesurveyssenttoall
gardensdirectlyfundedbyCommunities in
Nature,in-depthtelephoneinterviewswith
keystafffromthosegardens,andtheir
participationinthepeerreviewmeeting
in London.
Peer Review Forum
Participatinggardensmetpeers,potential
partnerorganisations,relatedsectorsand
fundersinLondon.Theypresentedon
the impactofCommunities in Nature on
their organisationandprovidedalistof
key questionsaboutthefutureofthe
programme.Theseformedthebasisfora
WorldCafédiscussionmadeupofmixed
groupsofCommunities in Nature-funded
gardens,potentialpartnersandfunding
agencies.
International perspectives
InternationalmembersofBGCIwereasked
tocompleteanonlinesurvey,with74
responsesfromgardensaroundtheworld.
Thepreliminaryfindingsofthisreview
werepresentedtotheBGCI 2015
International Congress on Education in
Botanic Gardens,Missouri,withfollow-up
workshopsprovidingfeedback.
Intotal,127respondents/participants
providedfeedback,fromtheUKand
internationally,andfromwithinand
outsideofbotanicgardens.Weare
immenselyappreciativeofthetimeand
thoughttheygavetoconsideringtheimpact
andfutureopportunitiesforthisinitiative.
Thereviewalsodrawsonvariouspublished
evaluationsoftheprogrammeand
individualprojects(seeReferences).
For more information
FurtherinformationaboutCommunities in
Nature canbefoundhere:
http://www.bgci.org/publicengagement/communities_in_nature/
(lastaccessed7September2015).This
micrositeincludeskeyreportsandshort
filmsfrompilotprojects,BGCI’straining
manualsforbotanicgardens,andthe
applet mappingcommunityprojects
around theworld.
28 Howcanbotanicgardensgrowtheirsocialrole?
ABOUT BOTANIC GARDENS
CONSERVATION
INTERNATIONAL (BGCI)
TheGeffrye,MuseumoftheHome
‘EvergreenGardeners’projectreport:
http://www.geffrye-museum.org.uk/
learning/community-outreach/olderpeople/evergreen-gardeners/ (last
accessed7September2015)
BGCIisanindependentcharitywhose
missionis‘tomobilisebotanicgardensand
engagepartnersinsecuringplantdiversity
forthewellbeingofpeopleandtheplanet’.
BGCIlinksmorethan2,500botanic
gardensin120countries,catalysingthemto
conservethreatenedplantspeciesandraise
awarenessoftheimportanceofplantsas
the earth’sgreatestnaturalresources.Ata
policylevel,BGCIhasbeeninstrumental
in developingtheGlobal Strategy for Plant
Conservation undertheauspicesofthe
ConventiononBiologicalDiversity(CBD)
andhasalsodevelopedseveralmajor
reportsthathaveinfluencedpolicyand
decisionmaking.
www.bgci.org
Lynch,B.,2015,Botanic Gardens taking
action for a better world: Communities in
Nature: Five Year Review,reportforthe
CalousteGulbenkianFoundation
ABOUT THE CALOUSTE
GULBENKIAN FOUNDATION
(CGF)
Derewnicka,L.Vergou,A.Moussouri,T.
andFernandezRodriguez,A.,2015,Caring
for your community: A manual for botanic
gardens. BGCI
Dodd,J.andJones,C.,2010,Towards a New
Social Purpose: Redefining the Role of Botanic
Gardens,UniversityofLeicesterResearch
CentreforMuseumsandGalleries
RoyalBotanicGardens,Edinburgh,2015,
NaturePlayfinalreport:
http://stories.rbge.org.uk/wpcontent/uploads/2015/05/NaturePlayFinal
.pdf (lastaccessed7September2015)
Vergou,A.andWillison,J.,2013,
Communities in Nature: Evaluation Report
Executive Summary, BGCI
Vergou,A.andWillison,J.,2015,
Communities in Nature: Growing the Social
Role of Botanic Gardens A Manual for Gardens,
BGCI
TheCalousteGulbenkianFoundation(CGF)
isaninternationalcharitablefoundation
withcultural,educational,socialand
scientificinterests,basedinLisbonwith
officesinLondonandParis.Thepurposeof
theUKBranchinLondonistobringabout
long-termimprovementsinwellbeing,
particularlyforthemostvulnerable,by
creatingconnectionsacrossboundaries
(nationalborders,communities,
disciplinesandsectors)whichdeliver
social,culturalandenvironmentalvalue.
www.gulbenkian.org.uk
***
DrBernadetteLynchisanacademicand
museumprofessionalwithtwenty-five
years’experienceinseniormanagement
in UKandCanadianmuseums.Formerly
DeputyDirectorattheManchester
Museum,UniversityofManchester,she
specialisesinpublicengagementand
participation,leadingpracticeand
influencingdebateontheimpactofpublic
engagement.SheisHonoraryResearch
AssociateatUniversityCollegeLondon.
https://ucl.academia.edu/BernadetteLynch
Opposite: Watering the Urban Veg community
garden at Winterbourne House and Garden,
University of Birmingham. Photo: Winterbourne
House and Garden.
CalousteGulbenkianFoundation
UKBranch
50HoxtonSquare
LondonN16PB
+44 (0)20 7012 1400
[email protected]
www.gulbenkian.org.uk