Growing Lambeth Action Research Report

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1 Growing Lambeth Action Research Report 1

2 Contents Contents... 2 Executive Summary... 3 Context... 5 Growing Lambeth aims... 6 Growing Lambeth key players... 6 Incredible Edible Lambeth... 6 Lambeth Council... 7 Food growing hubs and food growers resource hub... 7 Growing Lambeth project team Groundwork London... 7 The Growing Lambeth Model... 8 Communities of practice... 8 Hubs model... 8 Growing Lambeth project timeline Action Research Report Action Research Methodology Findings The Hub Network building connections between local food growers Developing the strategic capacity of the hub network Hubs facilitating local groups Developing access to shared resources Incredible Edible Lambeth better food in Lambeth and beyond Incredible Edible Lambeth as a strategic player Incredible Edible Lambeth as a strategic co- ordinator Incredible Edible Lambeth as a sustainable organisation Managing the Project Financial summary Conclusions: Testing the Hub model Clapham Common food growers resource hub IEL strategy Next steps IEL Hubs Food events Calendar Hub Training Calendar Brixton Bugle Clippings Growing Lambeth project engagement data Love Your Roots Innovation project evaluations Healing Gardens and U:LAB Grow your own Leader

3 Executive Summary Lambeth has a thriving food growing scene with a huge variety of local community groups growing food for their local area. There is also a unique statutory and commissioning culture with innovative approaches to commissioning through Southwark and Lambeth Integrated Care as well as Lambeth being a Greater London Authority (GLA) Food Flagship Borough. Whilst these conditions create many opportunities for local grass roots organisations, there are still a lot of challenges for smaller groups to overcome. The changing funding landscape and growing needs of the local community have meant that many organisations have to do more with less. In response to these growing challenges Lambeth Council commissioned research to explore the needs of local food growing groups in Lambeth. The report A community of practice for Lambeth based community growing groups identified the needs that went on to form the aims of the Growing Lambeth project. The Growing Lambeth project was delivered in partnership between Incredible Edible Lambeth (IEL), Lambeth Council and Groundwork London. The project was funded through an Esmée Fairbairn grant. The project had the following aims: Develop a strong network to co- ordinate events and training throughout Lambeth Deliver two year training and capacity building programs for the growing hubs, groups and general public of Lambeth Distribute funding to Lambeth food growing groups Secure capital funding to develop future hub development Develop access to food growing space across public and statutory authorities (including park areas, green spaces at housing providers/registered social landlords Develop access to free/low cost resources across the borough through the support and development of the growing hubs Disseminate an action research report to evaluate the movement in Lambeth The Growing Lambeth Action Research Report is a reflection of the 30 month Growing Lambeth project. The report provides a summary of the key achievements and lessons learnt whilst testing the Growing Lambeth model. This model sought to establish four growing sites as community food growing hubs through which support for smaller groups could be disseminated. The action research method is a way to critically reflect on what worked well and what didn t, and to revise the project plans accordingly both during the project and when reflecting at the end of the project. The project was ambitious and relied heavily on the dedication of volunteers, both the Directors at IEL and the support of the hub sites to achieve the aims. Whilst on the surface, the food growing sites may appear to be just about growing food they all shared the much larger ambition of bringing local people together to improve the health and wellbeing of local residents and change the area that they lived in. 3

4 People aren t just growing vegetables; they are trying to change where they live. Victoria Sherwin, Myatt s Fields Park Project Through the project IEL have been able to grow their strategic capacity; co- ordinating a grant scheme, employing staff to support their network co- ordination and marketing and building their influence in borough wide strategic food initiatives. The hub sites have come together to develop a training offer between the sites and drew up a partnership project. They have learnt from each other s strengths including education and outreach. The next steps for Incredible Edible Lambeth are to continue to champion grass roots organisations by providing further grant schemes and build more opportunities for them to work with statutory partners to deliver hyper local services. They will continue to strengthen their voice as the spokesperson for food growing groups in Lambeth and continue to develop community leaders that can help deliver the system level change to get healthier, local food grown and eaten in Lambeth. Helen Steer, Sue Sheehan IEL Directors at IEL AGM - photo credit: Elaine Kramer 4

5 Context Incredible Edible Lambeth (IEL), established in 2011, was inspired by Incredible Edible Todmorden s 1 ethos If you eat you re in. The network was made up of an informal collective of Lambeth grass roots food growers who saw that food was a way to connect and bring people together. IEL recognised the need to generate an understanding of the collective challenges and needs of Lambeth to improve their food system. Like most London boroughs, Lambeth is a series of interconnecting villages. Those villages have a mixture of opportunities and challenges. There are people growing food and running fantastic local projects to support people in their community. However there is also a lot of unmet need and people who suffer from poverty, ill health and isolation. The Incredible Edible Lambeth food growers map of 2012 shows the range of food growing across Lambeth. This diversity and variety of Lambeth s food growing groups enables many people to get connected to food growing there is something for everyone! The Capital Growth programme had been the catalyst for many of the growing places, championed by Rosie Boycott, Chair of the London Food Board, who supported the creation of 2,012 new community food growing spaces across London by the end of The map brought together 170 community food growing places for the first time and demonstrated the range of food growing on streets, housing estates and parks as well as the more established community gardens and allotments. 1 edible- todmorden.co.uk/ IEL recognised that these food growing groups were achieving brilliant things in their local communities. They were helping people learn about healthy eating, as well as improving their physical and mental health as a result of participating in gardening activities. As a small organisation IEL set about to influence those with responsibility over Lambeth s built and natural environment, education, trade and services to improve poverty and health. As an active member of the Lambeth s Sustainability Forum, IEL led the message of the power of the food system at the grass roots level and to help inform the policies and services which the council commissioned to support improved health and wellbeing of Lambeth residents. Groundwork London was commissioned by the London Borough of Lambeth to develop a feasibility study and write a scoping report exploring the needs of community food growing groups. The report A community of practice for Lambeth based community growing groups identified that many groups were in effect competing for support, from funding through to volunteer time. There appeared to be a real opportunity to co- ordinate the groups and support them to work together. The scoping report highlighted four core needs: 1. The lack of access to cheap, recycled resources and growing medium: groups lack the finance and the transport to access top soil, mulch, and recycled materials such as scaffold planks for building raised beds. 2. Some of those involved in running community growing groups lack formal horticultural skills they draw on their intuition and acquired knowledge. Many 5

6 groups also felt a need for skills in community engagement and fundraising. 3. Many groups experience difficulty in advertising events and activities and getting the message out about the work they do to those who could benefit from getting involved. 4. There is a lack of funding and paid staff across community growing groups in Lambeth. The consultation demonstrated that many community gardens have community growers with a wealth of knowledge and there was a willingness to share this and resources with other food growing groups. The priorities were identified and shaped the Growing Lambeth project as a joint project with three key partners Incredible Edible Lambeth, Lambeth Council and Groundwork London to work together to deliver the project. Groundwork London took on the functions appropriate to a large organisation, including being the accountable body with overall financial management and communications whilst Incredible Edible Lambeth facilitated support for food growing groups with a strategic approach. I think we ve got to work out how to show that we are doing something really different by working in partnership. We need to challenge ourselves to see whether we are delivering a different outcome through working together, rather than just getting support for doing what we are doing on our own anyway. Stephen Blann, Streatham Common Community Garden Growing Lambeth aims The Growing Lambeth project aims responded to the needs raised in the consultation. These aims were to: Develop a strong network to co- ordinate events and training throughout Lambeth Deliver two year training and capacity building programs for the growing hubs, groups and general public of Lambeth Distribute funding to Lambeth food growing groups Secure capital funding to develop future hub development Develop access to food growing space across public and statutory authorities (including park areas, green spaces at housing providers/registered social landlords Develop access to free/low cost resources across the borough through the support and development of the growing hubs Disseminate an action research report to evaluate the movement in Lambeth Growing Lambeth key players Incredible Edible Lambeth Incredible Edible Lambeth (IEL) is a network of people and organisations that work together to make sure that healthy, sustainable, locally produced food is available to everyone living in Lambeth, regardless of income, both now and in the future. The aim is to increase healthy sustainable food grown, produced, sold and eaten trough transforming our local food system, by celebrating, supporting and strengthening community food activity and the connections between local people and local food. 6

7 IEL has established links with over 170 food growing groups in Lambeth and has developed the idea of a model structure based on the scale of a village. IEL promotes the idea of a food growing hub at the centre of each village, with Growing Lambeth being the project to develop the model with four existing food growing hubs. They are a founder member of the Lambeth Food Partnership along with Lambeth Council and Lambeth & Southwark NHS Public Health which has developed a food strategy for Lambeth. Through Growing Lambeth, IEL will support the hubs by providing strategic support through marketing information through their network and help them come together to explore routes to being more financially stable as a group. Lambeth Council Lambeth Council is owner of the Clapham Common green waste site and will help to draw up a plan for the site and support the distribution of resources from the site. They will also help to draw together the multiple stakeholders that are associated with Clapham Common. Food growing hubs and food growers resource hub There are five hubs connected to the Growing Lambeth project. Four were identified as the leading food growing sites across Lambeth with the fifth developing in part as a collective resource hub. Myatt s Fields Park Project is a listed Victorian park which has undergone a 3m renovation, completed in Myatt s was voted the ninth most loved park in Britain in 2015 and has been a Green Flag Award winner through the years Its ethos follows the evidence that people who live near open spaces are happier and healthier. Food growing is at its heart and it has an established Friends group, volunteers, large greenhouse and a small depot area. The Growing Lambeth project provided funding to expand the support of their community gardener. Streatham Common Community Garden has been a working garden for over 230 years and has a rich history. It has a walled garden, a nursery, a heritage fruit garden and a small storage facility. It has over 200 people signed up to get involved in food growing workshops. The Growing Lambeth project funded a community gardener on the site. Rosendale Allotments is an 18 acre site with over 480 lots. The site has recently added a community room, has established project officers, education resources, volunteers and a small storage facility. The Growing Lambeth project funded a community gardener on the site. Brockwell Park Community Greenhouses sit in the historic Brockwell Park. They have 5 part time staff and run volunteering sessions, workshops for schools and a nursery selling plants at an affordable price at a regular market. Bandstand Beds are based in Clapham and have a growing site at The Spinney as well as a new site on the Clapham Common green waste site that was developed as part of the Growing Lambeth project. They were identified as the main local stakeholder in developing the resource hub for growers. Growing Lambeth project team Groundwork London Groundwork London is a registered Charity, delivering environmental regeneration and community development projects. They led the scoping report exploring the needs of 7

8 community food growers in Lambeth and managed and supported the Growing Lambeth project. The Growing Lambeth Model Through the consultation report and a steering meeting with the lead partners, the Growing Lambeth project established a model. This model was relevant to the context of Lambeth and the needs of the food growing groups. There are two key features. First, that the model would develop a Community of Practice, and secondly that this would be led by the four food growing hubs. Communities of practice Communities of practice exist to facilitate sharing of information, experiences and resources so that the members learn from each other and support each other. In this case, the community of practice would enable community growers to learn horticultural and community development skills from one another and to cooperate with one another with regard to getting the resources that their gardens need. Hubs model The four hubs are leading community food growing sites in Lambeth, working to support their local village at a scale which resonates with their local residents. The hubs were identified as having both the capacity and willingness to participate in the project and share their knowledge and resources with others. Each site is connected to smaller local groups and through the training sessions and events help to extend the reach of the IEL network and pass on shared learning of the community of practice. Incredible Edible Lambeth sit at the centre of this model, drawing new members into the network and building a resilient food system by connecting through resources, marketing and support. The Growing Lambeth project will test the following assumptions about the hubs model: Build on existing capacity (physical resources, staffing and volunteer networks) to provide a strong basis for future support of Lambeth s growing community. Develop families of growers throughout the borough who share resources and can market produce jointly. Actively encourage collaborative working for the benefit of food growing groups in Lambeth. Provide a sustainable approach to community work in practice and provide a valuable resource for learning and organisational development. Open up new ways of working in practice and encourage new project development and delivery approaches. You don t always understand at the beginning of the project what will work and what won t. We learnt by the end of the project that there was an inherent risk on relying on a funding application to cover operating costs. We should be looking at finding something more strategic as our next joint project which doesn t impact our day- to- day delivery Victoria Sherwin, Myatt s Fields Park Project 8

9 Rosendale Allotments SLAM NHS Trust Cool Tan Arts Rosendale Primary School Turney Special Needs School Nelly's Nurseries Rathbone Society Lambeth Family Link Brockwell Park Community Greenhouses Corpus Chrism Catholic School Holmewood Nursery Holy Trinity Primary John Ruskin Pimary John Downe Primary Comber Grove German Kindergarten (Herne Hill) Triangle Nursery Tulse Hill Children's Garden Clapham Common food growers resource hub (Bandstand Beds) Streatham Common Community Garden Norwood Grove Pre- School Sunnyhill Primary School Cavendish Lodge Nursery Crown Lane Children's Centre and Primary School Winterbourne Infant School MyaQ's Fields Park Project Caldwell Gardens Cowley Food Farm Calais Gate & Coligny Court Growing Stannard Hall- Mace Co- op The Remakery Community Garden Loughborough Farm Milkwood Community Park Christ Church School growing space Lilian Baylis Technology School Max Roach OCCC Hub network map five hub sites and some of the community food growing groups they supported through Growing Lambeth. 9

10 Growing Lambeth project timeline April 2012 Sept 2013 Nov 2013 March 2014 April 2014 May 2014 July 2014 Aug 2014 Oct 2014 Nov 2014 Dec 2014 Jan 2015 Feb 2015 March 2015 June 2015 July 2015 Oct 2015 Dec 2015 Jan 2016 Feb 2016 March 2016 April 2016 A community of practice for Lambeth based community growing groups feasibility report & development of Growing Lambeth bid Growing Lambeth project starts IEL Compost giveaway Clapham Common Understanding Lambeth's food needs IEL conference "How is your garden growing" survey - IEL detailed analysis of food growing groups needs Public launch of Growing Lambeth at Roots and Shoots IEL website & newsletter launch Zip Car scheme launch Study tour of Growing Hubs IEL at Lambeth Country Show 'our food system under one roof' Compost day at Streatham Hubs skills sharing day Biodiversity tour and workshop Hub evaluation workshop Launch of Love Your Roots grant at IEL AGM Hubs marketing and community events launched Permaculture in the garden Fundraising training programme IEL co- ordinator recruited Hub community gardeners recruited IEL register as a community interest company (CIC) Compost study visit to Kew Garden Clapham Common green waste site consultation Food stories published in Brixton Bugle - free local monthly newspaper Compost giveaway IEL commission strategic maps - Lambeth food system Round 2 of Love Your Roots funding IEL food growing events and celebration poster launched Just Dig It - IEL Chelsea Fringe celebration Launch of Bandstand Beds growing site at Clapham Common food growers resource hub IEL at Lambeth Country Show IEL business strategy model developed with Shared Asset IEL sponsor Lambeth Council's Community Pride Award - Best Food Growing on an estate IEL commission re- structure of IEL website Joint hubs bid submitted by IEL Round 3 Love Your Roots incl. new innovation awards Food Growers Resource Hub - Green waste site - petition WREF funding application for green waste site submitted IEL submit first year financial statement to Companies House as a CIC IEL Business Planning with Shared Asset support Growing Lambeth Action Research final report 10

11 Action Research Report The purpose of the Action Research Report was to establish a process for critical evaluation of how the Growing Lambeth project was delivering the strategic aims of the project and meeting the needs of the food growing community in Lambeth. It was also about creating a framework to collect the lessons learnt and make it easier to share guidance on establishing a similar community of practice in other areas. Action Research Methodology The Action Research methodology is a cyclical process of reflection and identifying lessons learnt. These reflections are used to revise future plans as well as identify new opportunities to respond to. It is an open process and all partners in the project are invited to share their reflections and help review plans. During the Growing Lambeth project we collected feedback and reflection during lead partner meetings and interviews and with Groundwork London s site manager and project manager. At the end of the project, Incredible Edible Lambeth, the four food growing hubs and Groundwork London came together in a final reflection session to discuss the achievements of the project and think about next steps. Findings In the main body of this report we share an overview of the main achievements and lessons learnt from the Growing Lambeth project. There are three key themes in the report: 1. The Hub Network building connections between local growers 2. Incredible Edible Lambeth better food in Lambeth and beyond 3. Growing Lambeth managing a multi partner strategic food growing programme The appendix holds the action research notes, which describe in detail the activities of the project. We have walked through each activity noting: the opportunity, what we planned in response, what we did, what we learnt and what happened next or what is planned to happen. We have chosen this approach as we think it makes the content easier to digest and apply in a new setting. Opportunity What happens next? Plan Action research cycle What we learnt What we did 11

12 This map shows the four hubs and the local food growing groups that they support. Map designed and produced by City Farmers CIC 12

13 The Hub Network building connections between local food growers Developing the strategic capacity of the hub network The Growing Lambeth project sought to develop the capacity of four food growing sites to act as hubs in their local area. As well as focusing on providing them with skills and resources to build their capacity as individual sites another key aim was to build a strong network between the hubs so that they could provide support to each other as well. The main activities under this project aim were to bring the hubs together to develop a joint project that responded to local needs and apply for funding to support its co- ordination. Other activities included a study tour across the hubs to share best practice and an evaluation workshop to develop better tools to evaluate community projects. Key achievements Brought together four hubs sites to establish a set of common aims and submit a partnership bid. Ran a study tour session where each site could share their skills and approaches with each other. Provided training opportunities including: evaluation, fundraising and practical horticultural skills. Wrote and submitted a funding bid between the four hub sites for a strategic co- ordinator. Key learning The four hubs were at different stages of development and therefore had different priorities and resources which meant developing a joint bid was quite challenging. Hubs need to develop methods for recording impact to demonstrate their full value for fundraising applications. This includes the impact of sharing knowledge with visitors outside of formal training sessions. The project provided the opportunity to develop a detailed understanding of the four hubs. A key observation is the hubs support their networks in different ways driven by their differing business plans. For example two of them focus on onsite learning and horticultural practice, whilst another combines onsite support with an ultra- local outreach approach. Another provides educational support with a reach across south London. There needs to be more hubs to cover a wider area of Lambeth and to create partnerships between hubs of different capacity and resources. Training sessions were as much about facilitating conversations as much as it was about delivering training. The four hubs were all coming from different places, it was quite a complex challenge to bring together organisations of different sizes that hadn t worked together before. We needed more time to let those relationships develop before launching into writing a bid. Lisa, Fundraising at Groundwork 13

14 Herne Hill beds Photo credit: Groundwork London Hubs facilitating local groups A key aim of the Growing Lambeth project was to test whether the hub model was an efficient way to provide skills and resources to the smaller food growing groups in Lambeth. These food growing groups are smaller, informal and generally tend to have fewer resources both financial and horticultural skills. As the project progressed, the needs of the local groups became clearer and so the project adapted accordingly. An initial training calendar for the hubs helped inform how a public facing training programme would look like. It also became clear that in order to achieve the ambitions of the project it was necessary to have a dedicated community gardener at each hub. The project budget was adjusted to recruit two gardeners to deliver an outreach and training programme. Key achievements Establishing a training and food celebration events calendar across the four sites and producing promotional materials to advertise these opportunities to local people. 900 people attended these workshops and events across the year. Explored the options of establishing the Hubs as accredited training centres as both a revenue generator and an incentive for people to attend and train on site. Recruited two community gardeners to work at two hubs to deliver a programme 14

15 of workshops and develop outreach programmes to engage new people. Key Learning Hubs are good at attracting and supporting people who are very local to them but less able to reach those who live further away. More hubs need to be established to provide coverage across the borough. Community Gardeners with time allocated only to cover gardening sessions cannot attend wider networking opportunities with other hubs and the network misses out as a result. Sessions are usually attended by individuals rather than whole community groups. Identifying champions who can take back learning to their growing group is a good approach. Developing access to shared resources The Growing Lambeth project aimed to set up an efficient system for distributing surplus materials to smaller food growing groups. The focus was creating a fifth hub by opening up access to the green waste site on Clapham Common which collected municipal green waste from across the area. The development of the hub was slower than planned so incremental progress was made whilst designs were approved including testing out different elements such as one- off compost giveaways and car club membership. On reflection the project underestimated how contentious the plans were to local stakeholders, and the length of time it would take to build a consensus on the best way forward. Key achievements: Set up a car pool account to enable small local food growing groups to borrow a vehicle to collect bulk materials. 12 groups have signed up to use the scheme. Incredible Edible Lambeth continued to deliver several compost give away sessions utilising free compost materials from Clapham Common green waste site. Best practice advice received from Kew Gardens to improve compost quality integral to usability of compost. Creating a plan for the Clapham Common green waste site that is supported by local stakeholders. Submitted a WREF bid to support development of the Lambeth Council site recognising the need to develop a clear strategy to sustain operation. Need for multiple partners to ensure success including all food hubs, food growers, Lambeth Council and Incredible Edible Lambeth to oversee the future use and plans for the site. Key learning: Projects on historic places such as Clapham Common need to be developed slowly with maximum transparency and engagement with local people Establishing a joint procurement or regular compost giveaway scheme requires a dedicated co- ordinator and administration process to support it. However the first priority of hubs is to resource outreach work and not this kind of administration. Working with a key stakeholder, Bandstand Beds to develop a demonstrator garden was a positive way to make progress on the Clapham Common site. It was a good example of how the site could be better used and built up local support for the plans. The funds have brought the community together, getting both adults and children outside in our shared space using their hands and getting into growing our own food. Arlingford and Brailsford Resident s Association (ABRA) 15

16 Vision of Clapham Common Edible Trail - Illustration by Lis Watkins 16

17 Incredible Edible Lambeth better food in Lambeth and beyond Incredible Edible Lambeth as a strategic player Incredible Edible Lambeth wants to position itself as the leading voice speaking out about how the food system can change in Lambeth to support local grown food and healthier living. This involves two objectives: the first is to be involved in shaping the direction of strategic programmes in Lambeth and build up relationships with statutory organisations. The second is to develop their communications and marketing strategy so that they deliver a clearer message regarding their mission and the opportunities to better support food growing in Lambeth. Key achievements: Marketing plan drawn up to support effective communication in the IEL network. Social media regularly updated and delegated across the Directors to produce a regular stream of content. Regular feature in local newspaper Brixton Bugle, positioning IEL as a leading voice in food growing and food poverty in Lambeth (see appendix for clippings). Membership of strategic food boards including the GLA Food Flagship borough and the Lambeth Early Action Partnership. Responded to Southwark and Lambeth Integrated Care (SLIC) request for community led projects and supported 13 local projects to receive funding to pilot projects responding to health and wellbeing needs in their local community. Developed a new website that combines bespoke mapping features and an improved calendar feature - both of which help support more people to get involved in food growing or find support near them. Key learning: There is still some way to get IEL recognised as the leading voice in the food system in Lambeth. Many of the statutory projects are seeking to establish new pilot projects rather than building on the existing work that IEL have been supporting. Local community groups do not collect enough information or conduct enough analysis to compare to the statutory organisations evidence base. They need support to learn how to better evaluate their programmes as well as working with statutory organisations to support pilot project like SLIC. Local community groups are more willing to take risks and experiment with project delivery than statutory organisations. They are more confident in community members taking the lead. IEL need to collect more case studies and demonstrate the value of this approach to statutory organisations. The Love Your Roots grants programme showed that many groups received a boost of confidence and went on to develop their activities after receiving the grant. Receiving the money gave them a sense of validation as they had been trusted to deliver something in return for the grant. The next stage is to use this confidence and help small groups feel they can work with statutory organisations to deliver local services. With encouragement from the network support, there was trust in the ease of application and success of the small grants Love Your Roots. Ann Bodkin, Incredible Edible Lambeth 17

18 Lambeth s food system context which influences the health of the community. Map by City Farmers CIC 18

19 The hub network focus on the four established hubs: Myatts, Brockwell, Rosendale and Streatham. None of them is very near to Clapham. What Bandstand Beds has learned from our work on the Common is that people interested in food- growing want to it near to home not travel to a park a couple of miles away. David Dandridge, Bandstand Beds Incredible Edible Lambeth as a strategic co- ordinator IEL had been running for several years before the Growing Lambeth project started, however it still needed to cement itself as the centre of the food growing community in Lambeth. To support this aim, IEL sought to better understand the needs of local food growing groups through surveys and mapping. These insights helped them understand what the community needed and how they could bring people together. They devised a grant scheme called Love Your Roots (LYR), which they publicised using their growing marketing expertise and through social events. IEL have not only developed their own skills but also supported numerous local organisations through providing employment opportunities such as through the administration of Love Your Roots. The Love Your Roots grant scheme is considered to be the most successful aspect of the Growing Lambeth project. IEL feel they have built up long- term trust and deep roots with local food growers. Key achievements: 26,000 delivered to 53 local food growing groups through Love Your Roots grant scheme, in quantities of 100 and 500. Three rounds of Love Your Roots funding in Nov 2014, June 2015 and December Final round included two Innovation projects Healing Gardens Project and U:LAB Grow Your Own Leaders. Some projects developed across the full length of the project, benefitting from multiple steps in support e.g. Open Orchard Project and Bandstand Beds Developed a rigorous administration and evaluation model for small grants. Key learning: Running a grant scheme was a way to build trust as it showed that IEL wanted to invest in and support local groups. Direct benefit to grass roots activists. Administered at a local level with a real understanding of local needs. Need to build in administration of small grants including monitoring, support and resource from the beginning of the project. This should be a paid role, cannot be done as a volunteer role. IEL recommend 20% of the grant allocated for administration, as part of the brief including evaluation (collection of and analysis of data). Grants not only provide financial support but they give validation and build confidence for small groups. LYR was not a means to an end, but a catalyst. Incredible Edible Lambeth as a sustainable organisation There were three key strands of work that were identified to help Incredible Edible Lambeth create a clearer and more sustainable future. The first was to develop a marketing and communication plan. This would help them develop their messaging and target the right audiences to achieve their aims. The second was to recruit a co- ordinator to drive forward their work and deliver discrete projects. The third was to develop a 19

20 business plan that would outline their income streams and their priorities for the next three years. Photo credit: Elaine Kramer Key achievements: Devolved responsibility to IEL to oversee the delivery of key aspects of the Growing Lambeth plan including: managing the local grant fund, overseeing the development of the marketing and business plan. A co- ordinator post was created and recruited building the expertise of IEL to manage more complex projects. IEl brought in support from specialist professional advice from Shared Assets, to help identify the principles of a range of business model strategies. This led onto IEL Directors to write a three- year business plan. Shared Assets provided peer review support to ensure business plan aligned with the range of business models. Developed a communications plan and developed a new website based on usability feedback from the network. Key learning: The paid co- ordinator role spent the majority of resource to bring the joint- working of the hubs together. The role was helpful at moving forward the changes to the website; however more volunteer time was needed to sustain the on- going running of it. Majority of Growing Lambeth outputs achieved by IEL was through volunteer time, but the hubs outputs were achieved through paid roles. Allocation of IEL volunteer time in original bid was considerably under- estimated. The value of culture- changing skills was completely under- valued through the original bid. IEL Directors are highly skilled and were involved in lengthy negotiations, continuous engagement with institutional partners who don t recognise the need to change. IEL time in the original bid was at minimum volunteer rate whereas professional skills are needed to develop a culture of change. IEL would probably still have the same approach if done again. Change at grass roots level is sustained where local commitment to see change happen is allowed to blossom. So a mix of paid and volunteer roles is necessary. Things can be slower and more challenging in going from ideas and aspirations to practical delivery, and groups need to be better prepared for longer timescales or issues that may interrupt or change what was intended and by when. Having a longer run- in time will be helpful, as well as having looked for and identified potential barriers and found appropriate contingencies to address these. That comes from both experience and training. Iain Boulton, Lambeth Council 20

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24 The Original Edible Bus Stop aka The Kerb Garden, Landor Road, SW2 The Edible Bus Stop aims to transform neglected public sites into valuable community growing spaces through design led initiatives. By using an existing transport infrastructure to link a number of gardens - the 322 bus route Clapham Old Town to Crystal Palace passes by this first edible garden, on an old bomb site. En route the second is in West Norwood and the third in Crystal Palace. The Kerb Garden has everything from corn to chard. We love the stunning bee-loving globe artichokes. Also strawberries, when people see them growing in an urban environment, it always makes them smile. Their approach is infectious - Just dig it! Start planting edibles in the pubic realm and take care of them. Grow your own at home! Get involved with a local group. Say hello to your neighbour. Pick up litter. Shop local, support small businesses. Be part of your community in whatever small or big way you can manage. Photo credits: The Edible Bus Stop Celebrating food growing on Lambeth s streets

25 Loughborough Farm and street stall, SW9 The monthly market stall sells plants and fresh produce at the farm gate, as well as wood-fired pizza and refreshments. Volunteers led by Anthea and Emily sell the produce within minutes of it being picked. The new Plant Room - a water gatherer and greenhouse - launched at the London Festival of Architecture was helped by a 500 grant from Incredible Edible Lambeth as part of Love Your Roots funded by Esmee Fairbain Foundation. Fabrice, community gardener, Myatt s Field Park Project leads regular growing workshops. Photo credits: Anthea Masey & Ann Bodkin. Celebrating food growing on Lambeth s streets

26 Myatt s Fields Park Project SE5 Myatt s Fields Park Project uses the park greenhouse to grow food for a variety of cooking projects and the park social enterprise cafe. e.g. Do you know your akra from your ackee, and your coucou from your cho-cho? part of Cook like a Carribean project. It has supported 18 local food growing projects in the past two years thanks to a grant from City Bridge Trust, plus 500 Love Your Roots grant from Incredible Edible Lambeth, funded by Esmee Fairbain Foundation. Photo credits: Virginia Nimarkoh, Ann Bodkin,Victoria Sherwin Celebrating food growing in Lambeth s parks

27 Managing the Project Groundwork London had responsibility for project management and reporting to the project funder Esmée Fairbairn as the accountable body. However, the project delivery was designed to enable IEL to deliver as much of the project as possible, to build their skills and to ensure that all relationships built through the project remained between local groups and IEL. The time and dedication that this would take was underestimated in the bid and should be recognised as a significant investment from the volunteer Directors at IEL. IEL are a champion of small, local group s needs. They want to provide support that is practical, realistic and tangible and challenge themselves to be outward facing in everything they do. The programme responded accordingly to the insights IEL raised, and the project budget was re- profiled to create new roles or allocate funding for other areas where needed. See the financial summary for further details regarding project spend. Key achievements: Project outcomes were successfully delivered by the project partners. For example IEL were empowered to take ownership of the Local grant scheme and after the first round contracted a local organisation to administer it using their learning. Effective communication with the project funder to extend project deadline, approve changes to budget and provide annual reports on project progress. Managed to sustain momentum on improvements to the green waste site despite objections and significant delays. Key learning: The in- kind contribution of volunteer time was under estimated in the bid. There has been a significant contribution of IEL Director time, vision and commitment to the Growing Lambeth project. There are inherent tensions in running a project with different levels of funding for project partners. For example the project manager and site manager were funded positions for Groundwork, but IEL only received funding for the role of the network co- ordinator and for writing their business plan. Due to changing project managers at Groundwork London over the duration of the project there was a loss of continuity and knowledge of the development of the project. This is often unavoidable but should be acknowledged as a higher risk in longer term projects. It would be helpful to use a live budget monitoring tool that demonstrated the funds remaining in the project and the planned allocation that all partners can see. Groundwork used a financial monitoring tool but this is an internal programme and the budget headings were not the same as the Growing Lambeth budget so had to be translated for project meeting which did not feel efficient or transparent. 27

28 Financial summary The Growing Lambeth project was funded primarily through a grant from Esmée Fairbairn. Lambeth Council provided in kind support in staff time, lease of the compost site and capital works towards the clearance of the site. Groundwork London and Incredible Edible Lambeth contributed in kind staff time towards the project as well as receiving some contribution towards staff costs. The success of the Growing Lambeth project has been reliant on the dedication of the Incredible Edible Lambeth Directors. They have contributed significantly more volunteer time than originally estimated in the bid. Further, they have been involved in highly skilled activities such as working with statutory organisations that were considered as unskilled work in the original budget. A key achievement of the project has been the ability of IEL to draw funds right down to the grass roots level. This was achieved through the Love Your Roots grant scheme and through working with local contractors and consultants to help them deliver their work. Using skilled consultants such as designers and business planning consultants IEL have been able to develop best practices approaches which they can adopt from working with them. They ve also been able to outsource certain elements of their operations, such as the administration of the Love Your Roots grants. Managing this contract as well as the paid role of the Network Co- ordinator has put them in the right place to continue to expand their work and pay more local people to help them achieve their aims. It is clear that IEL need to have a full time equivalent role to support the volunteer contributions of the Directors if they are to achieve the aims outlined in their business plan. The budget for the project outlined costs for the project manager and overheads and the site manager for the green waste site to Groundwork London. Direct project costs outlined the money needed to support the delivery of the Growing Lambeth Project. This money was paid directly to IEL who then would pay the contractors and invoices directly. This mechanism did at time cause delays, but it supported IEL to gain experience of financial reporting and means that they are well placed to demonstrate their ability to manage grants from funders in the future. This means that they can run large programmes without the support of an organisation such as Groundwork. This is the best approach as it means that more money is heading directly into the local economy which supports the ambitions of IEL. The table overleaf demonstrates how the total grant was allocated between the project partners. The direct project cost budget was the money spent on delivering the outcomes in Lambeth. Direct Project costs are broken this down against the categories such as community gardeners, website design and business development support to give more information. Producing high quality materials such as celebration posters and the website are also a brilliant investment because they help to tell the story of the network and how IEL enables to help organisations demonstrate their impact. 28

29 Groundwork London fees Project Officer (office based) 47,191 Site manager (Clapham Common resource hub) 17,213 Finance (office based) 4,872 Line Management (office based) 6,878 Back Office Support (office based) 9,638 Marketing and design (office based) 1,413 Staff costs (Training, equipment and travel) 1,780 Groundwork Full Cost Recovery Overheads 2,740 Groundwork London fees total 91,728 Community Gardeners at food growing hubs (Rosendale Allotments & Streatham Common Community Gardens) 13,829 IEL Operational Management (IEL project officer) 11,328 Website design and maintenance (The Workshop) 7,000 Management of grants & projects & reporting (MFPP & IEL) 5,250 IEL Business development (Shared Assets) 2,250 IEL Business development governance (Setting up CIC etc. IEL costs) 1,350 Love Your Roots (Grants to local food groups 3 rounds) 27,000 Marketing, printing of publicity material for food growing workshops (G wk costs) 3,956 Tools and materials for food growing workshops (Food Growing hubs and food growers resource hub) 3,058 Garden Equip - water butts and compost bins (Clapham Common food growers resource hub) 2,247 Publicity and design (G wk costs) 1,950 Car club shared use by Lambeth s food growers 1,763 Community Gardeners staff travel 859 Community gardeners & project officer recruitment (G wk costs) 814 Community Gardeners staff training 693 Refreshments for community workshop events (Food Growing hubs and food growers resource hub & IEL AGM) 538 Volunteer training (first aid, health and safety etc. (Food growing hubs and food growers resource hub) 532 Growing medium (topsoil, manure, rubble bags etc.) (Food growing hubs and food growers resource hub) 248 Telephone & stationary (Community Gardeners costs) 287 Volunteer costs (Travel & Subsistence) 209 Lambeth food growing community direct project total 85,162 29

30 Conclusions: Testing the Hub model Hubs support food growing in Lambeth and effectively provide access to skills, training and horticultural materials to local groups and individuals. The hub model allows a coordinated effort to provide cross borough support but requires a third party organisation such as IEL to facilitate this. There is benefit from Hubs joining forces to deliver their work but they don t currently have the capacity to do this effectively. Collaborative working between the hubs can be strengthened and IEL who the hubs have developed a strong working relationship with over the course of the Growing Lambeth project is ideally positioned to do this. Lambeth needs more hubs to both cover a wider area but also make it easier for the hubs to connect to each other. They felt that there was too much to do between just the four of them. Being a hub had positive impacts for both the wider food growing network and the site itself. Firstly, being a hub encourages food growing projects to think big and help them see the wider impact of their work and how they can improve their outreach work. Secondly it provides them with capacity building particularly with support from an outside organisation such as IEL who have access to resources and best practice from the borough and beyond. Working in a strategic, joined up way requires a commitment from the hubs to dedicate time and resources away from delivering practical activities. The hubs primary focus is to provide a community green space and information and training about growing to local residents and it took a while to focus on the bigger picture. The hubs are now in the position where they can see the benefit of working with one and other and recognise that they each have strengths to learn from. But, Ann Bodkin, IEL Director at AGM lead IEL director on Growing Lambeth Photo credit: Elaine Kramer 30

31 without extra resources such as a paid position to co- ordinate between them and community gardeners that have the time to attend meetings the joint working will not flourish to its full potential. Hubs give local people access to horticultural materials by acting as distribution points for wholesale bought or produced materials. There is a cost to hubs to provide this service but this can be financed through revenue earned by selling the produce (albeit at a reduced rate) to local people. This works best with plants, seeds and small amounts of compost that can be easily taken away. In order to distribute larger, bulky materials needed for food production (e.g. large amounts of compost, timber for raised beds) a system of distribution needs to be created and financed. Whilst the ambition of the project was to establish a working model at Clapham Common green waste site this was not achieved. Clapham Common food growers resource hub The Clapham Common green waste site has the potential to provide a significant amount of growing material to Lambeth food growers. Through trial compost giveaways, the site demonstrates that compost is a resource that is needed and used by the Lambeth growing community and that composted municipal green waste is a way to meet this need. Through the creation of the community garden, the green waste site also offers additional horticultural recourses of covered propagation space, tool use and horticultural knowledge. The green waste site has the potential to be a demonstration of how to efficiently and effectively process municipal green waste in a way that benefits the environment and the local community. For this to happen there needs to be further developments to the processing of the green waste onsite in order to standardise the quality of the compost. The process of turning a working council site into a community resource in an historic London Park takes time and ultimately needs to be led by the land owner (in this case Lambeth Council) and guided by a steering group of local stakeholders. For the compost to benefit the whole of Lambeth (rather that people who live close to Clapham Common) the site needs to be supported to offer a method of delivering green waste compost across the borough and the cost would need to be covered if it were to be implemented. The amount of compost created at Clapham Common far exceeds the use by Lambeth council and there is a cost associated with removing it from site. Therefore giving it away to local people represents a cost saving and could contribute to the cost of delivery. Hubs could act as local distribution sites to reduce the number of deliveries the green waste site would have to make and would mean that more people benefited from the compost. They would need sufficient storage to be able to do this and it would not address the problem of distributing large amounts to local food growing groups. There is an opportunity for IEL to coordinate the distribution of compost from either hubs or directly from the green waste site. IEL strategy Incredible Edible Lambeth had an ambitious set of targets to deliver through the Growing Lambeth programme. They have achieved these with overwhelming success within the constraints of limited resources due to IEL being entirely run by volunteer Directors. They developed their organisational capacity by employing a network co- ordinator who 31

32 could work on discrete projects such as building a new website, organising the AGM and social events and supporting hubs to submit a joint funding bid. They also planned, delivered and monitored a small grants programme, Love Your Roots. For the second and third rounds of the grant they sub- contracted the administration of the grant drawing on the lessons learnt from the first round and providing local employment as well. Food Growing Groups in Lambeth benefitted through the Love Your Roots grants that created easy- to- access pots of money to help fledging groups develop. There were also innovation awards that gave bigger sums of money for projects that demonstrated initiatives that had a winder impact through connecting food growers across the borough. Celebration events brought groups together to share stories and advice. The success of this grant programme is testament to the fact the IEL are willing to constantly reflect on whether they are best meeting the needs of grass roots organisations. This eagerness to be led by grass roots needs is in contrast to the ways of working of statutory led, strategic borough wide projects. Statutory bodies are accustomed to seeing substantive evidence sets for programmes prior to funding, but what small groups really need is support to help them test and refine project ideas in the early stages. Many of these small groups feel that they lack both the time and expertise to participate in strategic conversations and therefore IEL has been able to participate on their behalf as a voice of the network. However, IEL has not yet received formal acknowledgement of their role and still continue to do this in a voluntary capacity. Through the course of this project IEL have been able to clarify what their role in the future will be and it is clear that they will continue to enable smaller food growing groups. They have been especially successful in channelling money directly to grass roots level, whether through local employment opportunities or through their grants. Next steps The Growing Lambeth project has provided lots of food for thought about how Lambeth s local food growing groups can help drive a system level change in Lambeth to get more people eating healthier, and locally grown food. The Growing Lambeth project tested whether the hub model was a useful approach, and overall the project partners conclude that it should not be abandoned. There are however some important lessons learnt that should be adopted in the next steps of IEL to help strengthen and develop the hub network. IEL Through participating in the Growing Lambeth project IEL have the capacity and experience to administer a grant awarded to them directly. They plan to seek another grant to support them to continue their strategic work and co- ordination of the food growing network. IEL should seek to support small groups to quantify their impact, and share this with statutory organisations to demonstrate the value in investing in their groups through awarding contracts to deliver community support. There has been great progress made in moving the hubs sites from competitors to partners in a joint bid. It took a lot of focused facilitation by IEL to achieve this and will need to be maintained in order to keep the hub network working together not against each other. IEL have drawn significant amounts of money from the Esmée Fairbairn bid down in the local economy and local food 32

33 growing groups. They seek to continue to channel as much money into Lambeth s grass roots wherever possible. Continue to run celebration and food eating events as these are more popular than training sessions and more inclusive. Continue leading conversations with strategic partners, as hub sites and smaller growing groups lack the time or (perceived) expertise to join in at this level. Lambeth growing projects compared to Streatham easier in Lambeth because things have moved on and there is the permission (strategy) to do it. Hubs The hub model was successful, but the project has shown people want to visit something that is local no further than 2 miles at most, proximity is key. To ensure that the hubs model is relevant to local needs the following next steps need to be explored: More hubs need to be recruited to help give a broader cover across the borough. Joint funding between hubs is likely to need to be for more strategic work rather than operational activities such as regular gardening sessions as there appears to be diminishing appetite to fund these types of activities. Explore the options of partnership funding for the growing sites that are hosted in parks. More green spaces are being opened up to being run by local communities and present a good opportunity to apply for larger amounts of work and deliver more ambitious programmes. These local partnerships might be more relevant that cross- borough partnerships. Collect more evaluation material from informal learning and projects to aid applications to provide services from statutory organisations. Continue a culture of openness between the hubs. Keep each other informed about what funding applications are being submitted and encourage partnership bids wherever possible. Continue the good progress made to remove the sense of competition. IEl to work closely with the Clapham Common green waste site stakeholder group, Lambeth Council and Bandstand Beds to establish the green waste site as a new hub to distribute resources and as a demonstration site for food growing. Incredible Edible Lambeth at Lambeth Country Show 2015 Photo credit: Elaine Kramer 33

34 Food events Calendar Food events calendar Design by Pearly Oyster 34

35 Hub Training Calendar 35

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37 Brixton Bugle Clippings 37

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40 Growing Lambeth project engagement data Food Growing hubs workshops + support Streatham Common Community Garden Rosendale Allotments Myatt s Field Park Greenhouse project Brockwell Park Greenhouses Love Your Roots fund TOTAL Number of participants 111 people 130 adults + 60 children 460 people 157 people 858 adults + 60 children 53 groups consisting of 602 people Love Your Roots Innovation project evaluation HEALING GARDENS PROJECT led by Lahnah Johnson Background Lahnah is a long term and valued volunteer at Myatt s Fields Park. She has supported the development of food programmes at the park (Food Heroes, Cook Like a Caribbean) since 2009 and worked with Ceri Buckmaster to deliver Hidden Conflict, Open Grief workshops on Angell Town estate in Her skills and abilities, networks, understanding of local challenges and natural leadership qualities mean she has a great deal to contribute to the development of her community. She is one of many leaders in Vassall and Coldharbour wards that have emerged thanks to food programmes such as Food Heroes. She is playing a leading role in the development of Vassall and Coldharbour Forum. After Cook Like a Caribbean, she developed her own project, Healing Gardens, which aims to bring people together and improve health and well being through teaching and sharing Caribbean food. This is a great example of a grassroots project that has the potential to transform communities in Lambeth. She received a grant from Incredible Edible Lambeth in 2015 to: Deliver cooking workshops Constitute her organisation, set up a bank account There was a small allocation in the grant to pay someone to support her in project management. Her story provides insights into the barriers that face people when trying to use their considerable skills for the benefit of themselves and their communities. Success Lahnah created four fantastic events in 2016 where dozens of local people came together to cook and share food, music and stories. These were important events that supported the development of local network Vassall and Coldharbour Forum, providing a restful and fun space for people to meet up. 40

41 Challenges and recommendations: These are some suggestions about what could be included to support people to run projects. However maybe further thought has to be given as to whether alternatives from the traditional funding model could be found which would work better for people who want to use their skills to help their communities and themselves. In many cases the traditional funding model is a barrier in itself as it includes project management and financial management models that have to be learned at the same time as running the project. In retrospect, the following would have helped her greatly: More time to complete the project Someone to support at all stages re project management A project management kit including excel sheet for budgeting Clarity that consultants paid to help with the constitution should ensure the job is finished Clarity about benefits: a really savvy and wise guide to what benefits have which restrictions and laying out pathways that are simpler to move towards for coming off benefits eg working tax credits allow self- employment income support doesn t Further discussion with Lahnah revealed the following: Many local people want to start small projects or enterprises e.g. young people, parents with young families. They need the following continuous support throughout their projects or enterprises Help with developing their project Fundraising support Support for the relationship between the person that receives a grant and the funder eg dialogue that gives confidence to both Someone with in depth understanding of the benefits system who can support people while developing enterprises and moving into work Advocacy within the benefits system Support with project management, financial management etc Support with legal matters eg constituting, developing policies, insurances etc. The following would also help: Developing innovative alternatives to financial payment eg time credits, membership of clubs that offer benefits Developing organisations that have the capacity to nurture individuals eg a Lambeth Cooks Cooperative or Cook Like a Caribbean cooperative that could relieve people of a lot of the bureaucracy and support them while they develop businesses Testimony by a participant at Easter Sunday lunch We had a very enjoyable Easter Sunday, most of the food that we consumed was grown organically in the neighbourhood and cooked freshly by the expert hands of Lahnah and her team of helpers. Others brought their homemade creations such as Fish Fritters and Orange Upside Down Cake, while the main dishes were, for starters, carrot and chickpea soup with coriander, then plain basmati rice with seasoned tofu, escoveitch fish and roast spring chicken, according to your taste or preference. I provided a musical accompaniment, playing appropriate music at the right moment, so we had Jazz while we ate, soul and funk to work it off and roots reggae to get the back bones and hips going. We also had live singing and dancing with drums, percussion instruments and guitars doing reasonable versions of 'No Woman no cry' and 'Redemption Song' Devon Thomas 41

42 Love Your Roots Innovation project evaluation U:Lab Grow Your Own Leaders led by Wayne Trevor, Andry Anastasiou and Sue Sheehan Incredible Edible Lambeth (IEL) has partnered with Lambeth Food Partnership and Impact Hub Brixton to deliver a collaboration & leadership development programme for food activists. IEL, like many community organisations, has often found itself with too few people, too little time and good people suffering from burnout. So it was with great interest we heard about the ULab programme, developed by action researchers at Massachusetts Institute of Technology (MIT) that was being pioneered locally by ImpactHub Brixton. We took part in the first programme and went on to co- create a version focused on food. We called the U:Lab Food programme Grow Your Own Leaders. It was launched on 9th March, with 68 people expressing an interest in the course which could take a maximum of 25 people. Through a mutual agreement process 25 people have signed up to work together over the next 6 weeks learn about one another and find ways to work together so that we really can see Lambeth become a more healthy & sustainable borough. But the aim is that many more people will feel a part of the programme and that after the first few weeks these newly invigorated leaders will be reaching out for more people to collaborate with. Already we have mapped the Lambeth food system and visited a couple of food projects, including Crystal Palace Food Market, nominated for a national BBC Good Food award last year. The visit included some time for listening and comparing thoughts and ideas not just going to see what it is all about but how to think a bit more deeply about what it might mean in terms of creating a better future. 42

43 By Olivia Haughton participant on U:Lab Grow Your Own Leader In the last few months you may have read about the U:Lab Grow Your Own Leaders programme run in the spring by Incredible Edible Lambeth and Impact Hub Brixton. The premise of the course may seem foreign to many but the experience can benefit everyone. It s quite hard to describe what U:Lab is. Even now, having gone through the process, I struggle to condense the theory into a tidy sentence to relay to friends the journey I ve been on. The theoretical grounding of the course seemed a little daunting at first and I wasn t sure what I was signing up for. In practice what I gained was a network of supportive people who want to make a difference and together we were equipped with the tools to do so. It s been over a month since U:Lab finished and I m still reaping the benefits with a feeling of greater community connection and personal development. U:Lab teaches active listening, empathetic interaction and creative development skills I hadn t considered drawing on to enhance my career and community, and yet in practicing them have begun to see shifts. My biggest take- away has been a sense of possibility and progression; the idea of iterate, iterate, iterate translates into a practical tool for turning talk and plans into action. Essentially, fail fast in order to succeed. The first tangible outcome is a prototype for Brixton Community Fridge to tackle food waste and poverty in one go. Crowd funding has just begun. While our recent course focussed on food, the applications for U.Lab are endless and can benefit whole communities. The conscious and conscientious process of generating change together creates a platform upon which sparks of inspiration and whispered hopes can bear fruit. For more information about the course and to follow it in progress please visit ulablambeth.blogspot.co.uk and follow us on Twitter #ulablambeth 43

44 This report was written by Claire Bradnam, Jack Astbury (Groundwork London) with contributions by Ann Bodkin, Victoria Sherwin (Incredible Edible Lambeth CIC) Twitter Facebook - Incredible Edible Lambeth Many thanks to Growing Lambeth project contributors. Lead partners: Ann Bodkin, Helen Steer (Incredible Edible Lambeth), Iain Boulton (Lambeth Council) Sarah Whitby (Groundwork London) Food growing hubs and food growers resource hub: Victoria Sherwin (Myatt s Fields Park Project) Kate Sebag (Brockwell Park Community Greenhouses) Catriona Andrews (Rosendale Allotments) Stephen Blann (Streatham Common Community Garden) David Dandridge (Bandstand Beds) Community Gardeners: Fabrice Boltho (Myatt s Fields Park Project) Alison Alexander (Brockwell Park Community Greenhouses) Charlotte Dove (Streatham Common Community Garden) Janelle Conn (Rosendale Allotments) 44