Managing Parks in a Changing World
Last week I attended the Green Connect conference in the stunning Ashton Court Mansion overlooking Bristol. Based on the theme ‘Breaking the Mould: Managing Parks in a Changing World’, the day brought together greenspace practitioners from the South West and beyond to consider the challenges facing the sector. Drawing on my involvement developing a new business model at Eastbrookend Country Park as part of the Nesta ‘Rethinking Parks’ programme, I facilitated four workshops throughout the day, focussing on the assessment of Park assets in conjunction with local authorities.
Common themes from workshops
Themes emerging during the course of the workshop discussions included the tension that can occur when private sector approaches are brought into public parks for the first time. This friction is borne from differing motivations and expectations from business, local authorities and friends of groups. While I fully appreciate that there cannot be a ‘one size fits all’ approach to the challenges facing parks, I do believe that the development of cross-sector partnerships within parks can create opportunities for innovative solutions. Increasing the pool of skills, knowledge and experience available is never a bad thing. Other themes that emerged included ensuring that community organisations and Trusts operating in Parks are given the mandate to enact change, and that there is a demand within the greenspace sector to share approaches to market/audience research so that business plans for parks can be better developed.
Personal reflections
Trying to make sense of my own experience with the Eastbrookend Rekindled project in preparation for the workshops, I realised that developing a park business plan makes most sense as a three step process. Firstly, park assets should be mapped out and then potential uses for each asset listed. Don’t be afraid to think outside of the box and consider non-park uses. Secondly, for each park asset/use combination, consider the stakeholders that will be needed to make it happen and the audience that the use would serve. Finally, consider the income generation potential of the asset/use combo by thinking not just about the up-front costs and revenue, but also about the costs of consistently generating that revenue and maintaining it over time. If this could generate a surplus or a cost saving, and the stakeholders and audiences are proven, then you have a potential strand for your park business plan. While this won’t be the only way to rethink parks, feedback during the workshops indicated that this three step process was helpful as a framework when approaching what is in fact, a very complex and multi-faceted challenge.
Reflections from the Queen Elizabeth Olympic Park and Nesta
The conference also saw Mark Camley, Head of Parks and Venues at the London Legacy Development Corporation and Chairman of the Parks Alliance share his thoughts on park sustainability. Previously Head of the Royal Parks, he shared his experience in making the Queen Elizabeth Olympic Park financially sustainable, also considering the relevance for smaller parks including views on the challenges of innovation for park management. His reflections on the often overlooked economic benefits of parks in mitigating flooding as highlighted within the Olympic Park truly resonated. As greenspace practitioners, we instinctively know these benefits but frequently fail to capitalise on them.
Lydia Ragoonanan from Nesta also shared some interim insights on the Rethinking Parks programme as a whole. In relation to business planning, these insights included the need to understand where your Park stands in terms of finances and users, and planning to layer your income. Thinking about Park stakeholders, Lydia highlighted the importance of partnership working, and the benefits of taking time to understand the needs and expectations of others. Also, there is significant value to be had by looking beyond the usual suspects when building partnerships. Of particular relevance to organisations that do not own Park assets, it is critical that a mandate for change is in place if they are to drive improvements in Parks. Finally, Lydia reflected on innovation in Parks more generally, stressing the need to test and test again, ensuring that confidence in your idea is maintained yet remaining flexible at the same time, and being prepared for the long haul.
The challenge facing the UK’s public parks is stark. However, the passion and will needed to grapple with this problem clearly exists – networks such as Green Connect provide ample evidence of this. As greenspace practitioners are forced to develop new skills and innovate, new solutions will be found. This is what makes it such an exciting time. It can’t all be doom and gloom!
