Registered charity no.1108100

Sydenham Garden Resource Centre, 28a Wynell Road, London, SE23 2LW. Tel: 020 8291 1650. E: info@sydenhamgarden.org.uk

Three-year strategic plan

2016 - 2017 - 2018

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Introduction

This document sets out the future for Sydenham Garden in the coming three years.

It describes our four key services, what they achieve and how they are funded. We

then look ahead at how we plan to develop our services in the years leading up to

2019.

SECTION A

Who we are

Founded in 2002, Sydenham Garden is

a, registered charity involved in

improving the health and well-being of

residents living in Lewisham and

Bromley.

We provide nature and arts based

creative, social and therapeutic

activities for co-workers (the name the

project gives to our primary

beneficiaries) referred from over 30

community organisations and health

sector agencies. Sometimes these activities and interventions are referred to as Green Care,

Eco therapy, Blue Therapy, and Social and Therapeutic Horticulture (STH).

We have developed an integrative approach where those with different degrees of mental and

physical ill health come together with volunteers and members of the local community. This

approach aims to reduce exclusion and the prejudice which fuels continuing lack of opportunity

for many of our beneficiaries.

As a user-centred service, co-workers and volunteers are very much involved in our decision-

making processes and service delivery approach.

Mission Statement

Sydenham Garden’s mission is to promote the physical and mental wellbeing of residents living

in Lewisham and Bromley, in particular by providing:

● a community garden where horticulture is used for therapy and rehabilitation

● opportunities for training for work and education

● opportunities for artistic and creative expression

● the protection and preservation of the environment for the benefit of the public through

nature conservation and the promotion of biological diversity

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SECTION B

Our current services and funding

Sydenham Garden was set up with the main purpose of helping those in our local community

coping with or recovering from significant illness. Patients are referred to Sydenham Garden

through their GP or key worker and when at the project are known as “co-workers”; working

alongside centre staff and other volunteers.

We have 4 key services that co-workers can be involved in and that we use to achieve our

aims:

Garden

Art & Craft

Sow & Grow

Growing Lives

In addition to the 4 key projects we deliver supplementary services such as provision of

accredited training and help with progression to further education, volunteering opportunities or

reemployment.

What follows is a brief description of each project along with some detail of funding,

achievements and challenges.

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Sydenham Garden currently provides four 2.5 hour gardening sessions for up to 12 co-workers

(three based at Wynell Rd and one at de Frene Rd). These are led by a 0.6 FTE Garden Project

Lead together with 11 volunteers. Co-workers are offered 12 month placements on the

programme and are able to move on to the Growing Lives project after this if they wish.

Achievements:

The majority of co-workers report positive outcomes including improvements on objective

scoring using the Warwick Edinburgh Mental Wellbeing Score (WEMWBS)1 Co-workers score an

average of 5 points more when they finish in Garden sessions than when they started - a score

of 3 points or more being considered clinically meaningful/significant.2 At least 40% of co-

workers also report improvements based on a bespoke Likert Scale3.

Costs:

For the 2015/16 period the agreed budget for Garden was £17,558. However, the actual cost

of running these sessions is greater when considering indirect costs.

The unit cost per co-worker per hour based on 15/16 predictions is: £11.79, which means total

actual cost (considering everything, including depreciation) is: £56,592

1 Annual Evaluation of Sydenham Garden 2014/15. April 2015.

2 WEMWBS user guide vers. 2

3 Annual Evaluation of Sydenham Garden 2014/15. April 2015.

Garden

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Funding:

Funding for the 2016/17 period is partially secured, but very little funding is secured beyond

this point. The funding is made up as follows:

Direct:

CCG: £16,674.04 – Contract renewal due in April 2017. (CCG suggest that the 2016/17 period

will be used for consultation and negotiation)

Indirect:

● Henry Smith up to: £8,494 – Finishes in April 2016, some evidence to show they would

consider a renewal for up to 3 more years.

● CTC up to: £9,094.47 – Secure until April 2018

● Big Lottery up to: £3,312.35 – Secure until February 2018

● City Bridge up to: £1025.70 – Secure until June 2018

Total secure for 15/16: £38,600.65

Total secure for year 16/17: £43,539.08 17/18: £13,432.52

Challenges:

One of the key elements of the work of Sydenham Garden is the presence of volunteers

working with/being alongside co-workers as they journey to recovery. This brings with it the

challenge of recruiting an adequate number of volunteers to support our GPL.

Reviewing volunteering has identified that SG needs to develop a clear model of training for

garden volunteers.

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Sydenham Garden currently provides two 2.5 hour Art & Craft sessions based in the Resource

Centre community hall. The session leader is a volunteer who is supported by a further 6

volunteers.

Co-Workers are offered 12 month placements. The move on opportunities are limited, but

where possible co-workers are referred to suitable outside agencies/organisations, or internal

projects like Garden or Growing Lives.

A number of one-off Art & Craft themed events are provided during the year and co-workers

contribute hand-made candles, greetings cards, cakes, preserves and other made or decorated

items to the Spring and Autumn Fairs.

Achievements:

Co-workers receive a rich and varied experience while taking part in Art & Craft sessions. The

majority of co-workers report improvements in their social inclusion and interaction, and believe

this is because of increased confidence, a non-judgemental environment and feeling generally

safe. It is clear from recent reviews that the sessions almost always lead to a positive change in

co-worker’s quality of life.

Art & Craft

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Costs:

For the 2015/16 period the agreed budget for Art & Craft was £2,124. However, the actual

cost of running these sessions is greater when considering indirect costs.

The unit cost per co-worker per hour based on 15/16 predictions are: £9.25, which means the

total actual annual cost is: £25,537.21

Funding:

The funding for the Art & Craft project is made up as follows:

Direct:

Currently Art & Craft received no direct funding.

Indirect:

● Henry Smith up to: £5,069 – Finishes in April 2016, some evidence to show they would

consider a renewal for up to 3 more years.

● CTC up to: £5,427.34 – Secure until April 2018

● Big Lottery up to: £1,976.72 – Secure until February 2018

Total secure for 15/16: £12,473.06, 16/17: £7,404.06, 17/18: £7,404.06

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Sydenham Garden currently provides four three 2.5 hour Sow and Grow sessions for up to 12

co-workers with dementia or mild cognitive impairment. These are led by a 0.8 FTE Dementia

Project Worker together with 14 volunteers. Co-workers are offered 6 month placements on the

programme and are also able to move on to a 12-week singing and movement group, after

their 6-month placement concludes. Sow & Grow also provides one session for 10 co-workers

with no fixed end date, meaning co-workers who start in this session continue on until they are

no longer able to take part any more.

Achievements:

Very high levels of self and carer-evaluated improvements are achieved in this programme.

Costs:

For the 2015/16 period the agreed budget for Sow & Grow was £18,372. However, the actual

cost of running these sessions is greater when considering indirect costs.

The unit cost per co-worker per hour based on 15/16 predictions are: £14.24, which means

total actual cost is: £49,555.20

Sow & Grow

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Funding:

Funding for the 2016/17 period is secured, but very little funding is secured beyond this point.

The funding is made up as follows:

Direct:

● CCG: £16,674.04 – Contract renewal due in April 2017. (CCG suggest the 16/17 period

will be used to consult and negotiate)

● City Bridge: £9092 – Secure until June 2018

Indirect:

● Henry Smith up to: £6,165 – Finishes in April 2016, some evidence to show they would

consider a renewal for up to 7 more years.

● CTC up to: £6,600.82 – Secure until April 2018

● Big Lottery up to: £2,404.12 – Secure until February 2018

Total secure for 15/16: £40,935.98. Total secure for year 16/17: £34,770.16, 17/18:

£18,096.12.

Challenges:

The Sow and Grow groups link gardening, art and craft, cooking and reminiscence with

cognitive stimulation therapy. The groups rely on well trained volunteers. Challenges would

arise if there were staff changes, volunteer recruitment faltered or the current source of new

referrals (the MIND Mindcare project) changed.

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Growing Lives is a therapeutic market garden at the De Frene site. It is a three-year project

which was launched in June 2015. By 2018 it is hoped Growing Lives will have enabled 110 co-

workers suffering from mental distress to:

● improve their mental, physical health, and general wellbeing

● learn new horticultural and transferable skills, to gain qualifications, and to improve

their employability, self-confidence, and self esteem

● learn food growing and experience healthy eating and improved diet, and Increase their

social inclusion in the communities they live in.

It is hoped that in 2018 evaluation of Growing Lives will show:

● 100% of co-workers will have increased their knowledge of horticulture

● 65% of co-workers will have gained a nationally recognised qualification

● At least 40% of co-workers will have improved their self-confidence, self-esteem and

will feel more included in their communities in which they live.

Growing Lives will also manage the De Frene site in an environmentally friendly way which will

enhance wildlife and biodiversity, as well as improving the general amenity of the

neighbourhood.

Growing Lives

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Who is involved?

● 110 co-workers for a period of 12 months each: 30 in Year 1(3 weekly sessions of 10

co-workers each), 40 in each of Years 2 and 3 (4 weekly sessions of 10 co-workers

each).

● 12 Volunteers, 4 volunteers per session, and an average of 12 volunteers at community

days.

● Project Co-ordinator, Full time paid staff 100% of time spent on Growing Lives

● Project Assistant, Part time paid staff 100% of time spent on Growing Lives

● Director (CEO) Full time paid staff, 20% of time spent on Growing Lives & De Frene

● Outreach and Development Part time paid staff, 33% of time spent on Growing Lives.

● Other staff time spent on administration and finance

● De Frene sub committee (made up of volunteers and Sydenham Garden trustees)

● Board of trustees 25% of time spent on Growing Lives

● About 300 members of the local community who visit each open day.

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What is involved?

The De Frene site. Leased by Sydenham Garden from National Allotment Society for 999 Years

from 2009 at a nominal rent. Restrictive covenants in the lease mean the lease has only a

nominal value. At the start of Growing Lives (2015) the site had been cleared and a compost

toilet installed. The site was not developed and there were no substantial structures on site.

Funding:

● Total Lottery funding 2015-18 £256K (£234K revenue funding/£51K capital funding)

● Growing Lives self-generating funding 2015-18 £29K (revenue funding only)

● Tudor Trust have supported employing the coordinator and a project assistant with

£45k over the three-year period

● Capital funding (£51K from Lottery) to develop the De Frene site which includes

installation of greenhouse, accommodation of project staff and co-workers as well as

undercover growing space

● Revenue funding per annum £78K (Lottery) + £14k (Tudor) + £9.5K (self-generated

income = £101,500

● Sydenham Garden Overheads: Total Sydenham Garden overheads £29k/annum.

Growing Lives contributes £10,915 towards this figure

Project Delivery and Management:

Strategic management: The Board of Trustees through a subcommittee (The De Frene sub

Committee made up of some of the trustees and volunteers). This sub-committee reports to

the Board of trustees at each Board meeting.

Operational management: The Director and the Project Coordinator are responsible for

operational management. They are assisted by co-workers and volunteers.

Co-workers take part in interviews and annual focus groups to give feedback and help plan the

delivery of the project.

Evaluation

Evaluation is ultimately carried out by the Bright Ideas Partnership, and independent

organisation. Co-workers are interviewed, complete questionnaires, Warwick Edinburgh Mental

Wellbeing Scale and take part in focus groups.

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Legacy

● Positive outcomes for the 110 co-workers

● Development of Sydenham Garden’s capacity, capability, and reputation for developing,

managing and delivering a therapeutic market garden

● Development of De Frene site as a therapeutic and food growing space. Greenhouse

and development of the site will be a long term benefit to Sydenham Garden and its

future co-workers. There will be greater potential for further services than when the

project started. Although the land subject to the lease will have been improved there

will be no consequent increase in the value of the lease as a company asset due to

restrictive covenants in the lease

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In addition to Sydenham Garden’s 4 core projects, a number of supplementary services are

provided some of which are described below: Tamil Asylum Seekers Project

PTSD Stabilisation Therapy and Social and Therapeutic Horticulture for 30 Tamil Asylum

seekers each year.

Funded through Sydenham Gardens own resources and a partnership with the Maudsley

Hospital.

Very short term, despite running since early 2014 as the Maudsely only commit to it on

a month by month basis.

Mindfulness

8 week courses in Mindfulness, run by our qualified instructor Jean Bean. The aim is for

the courses to pay for themselves through participant fees, but currently they tend to

only raise 75% of the cost.

Counselling

Based on short term volunteer counselling for co-workers coming to the end of a

placement. Plan to have spaces for 40 co-workers each year by mid-2016. This is in

formal partnership with SLaM (South London and Maudsley NHS Foundation Trust) IAPT

(Improving Access to Psychological Therapies)

Community Choir

An independent, self-funding, committee led choir created by co-workers.

Workshops and Short Courses

Sydenham Garden runs a programme of short courses and workshops, some of which

can be OCN accredited. These are based on the skills of our team.

Supplementary projects and services

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SECTION C

Our strategic priorities for the next three years:

Our strategic vision for the next three years is to:

1: Expand our service to meet current and rising need:

A) External need. We have highlighted these needs as: pain and the associated

management of chronic pain causing disease; and PTSD in asylum seekers. Our aim is

to provide new services to meet the needs.

B) Internal need. We have highlighted this need as support during the transition period as

a co-worker completes their placement with us. Our aim is to provide targeted

counselling for up to a 12 week time period that straddles the end of a co-workers

placement. We also aim to consider and trial new methods for addressing this area.

2: Increase membership to facilitate a better representation of both service users and the local

community in the running of the Charity. Membership has risen by 75% is the past 2 years and

we aim to consolidate this growth through increasing membership by a further 50%

3: Expand our physical resources to meet the current and rising demand for our services

through:

A) Building an environmentally sustainable “hub” structure for training, meeting and staff

accommodation at De Frene Road. This would accommodate groups of 15 people at one

time and also have a small administration base.

B) Installing and maintaining a suitable and environmentally sustainable heating system in

our Resource Centre at Wynell Road.

C) Expanding our activity space at Wynell Road to include space large enough to

accommodate activities for a minimum of 12 co-workers.

4: Create a more sustainable and stable environment through negotiating a more substantial

contract and focussing efforts on generating more individual donations through targeted

marketing.

We aim to increase core revenue by 15%, and secure project funding for Art & Craft.

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Our Key Aims for each of the core projects are as follows:

1.) Garden

● Conservation and nature reserve management incorporated into sessions more

regularly. Facilitates site maintenance, improvements, and cross project benefits.

● Weekly summer twilight workshop open for graduated co-workers and volunteers,

including a meal. Facilitates transition and maintenance of health and social outcomes

achieved during a co-workers placement

● Consolidate and meet co-worker completion and improvement targets

2.) Art & Craft

3 short courses each year to facilitate transition and maintenance of health and social

outcomes achieved during a co-workers placement

A designated space for Art. A place to store and produce work. Improves access,

quality of sessions and volunteer retention

Increase personnel and cover, improving the regularity and quality of sessions

3.) Sow & Grow

Extend placement from 6 months to one year, addressing the implications of such a

small timescale on someone with dementia, improving social and positive associations,

improving short term memory, and improving overall results.

Partner more formally with Carers Lewisham over homework activities and carer

training, improving transition from placement, overall impact and carer outcomes

Profile dementia and raise awareness in the local area

4.) Growing Lives

● Improve utilisation of space at De Frene

● Finish essential infrastructure at De Frene

● Renew funding and future proof Growing Lives project model

5.) Supplementary activities and services

● Establish work with Asylum seekers and transition to a more permanent model

● Improve work with and engage family units and children aged 10-14, in response to

increasing evidence around resilience building

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Organisational Structure

The Board of Trustees, meet six times per year and administer the Charity.

The appointed Director takes overall responsibility for the management of the Charity by

providing professional leadership through the development of strategic plans agreed with the

Board of Trustees. The Director is supported by the Management Team and our team of

volunteers.

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Summary

This three-year plan has been developed in consultation with staff and volunteers

working at Sydenham Garden. It sets out clearly the diversity of provision which has

developed at Sydenham Garden, particularly in the last three years.

It also describes an ambitious but realistic plan of development ranging from widening

service provision to infrastructural and funding expansion and individual project quality

improvements. We hope it will serve as a positive framework for our work in the period

September 2016 to September 2019.

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SYDENHAM GARDEN

Sydenham Garden Resource Centre,

28a Wynell Road,

Forest Hill,

London,

SE23 2LW

T: 020 8291 1650

F: 020 8291 6325

E: info@sydenhamgarden.org.uk