英文原文
Introduction How do we make community gardens more successful and help them persist through time with less reliance on Extension? This publication identifies five criteria that are important for the long-term success of a community garden (1) land security (2) community support (3) resource mobilization (4) environmental conditions and garden design and (5) governance, management, and leadership. The article then spotlights the special significance of governance structures, digging deeply into our fifth criteria. Governance has to do with decision-making and who leads the community garden. Original research conducted by Amanda Beavin (Honors student at Western Kentucky University), in collaboration with University of Kentucky Extension (Horticulture Agent, Bethany Pratt, & Community Development faculty member, Nicole Breazeale), finds that gardens with more grassroots control are more successful. We describe three things that Extension can do to build capacity and strengthen the self-governance of community gardens. First, Agents can invest in leadership development of garden residents. Second, Agents can foster community building amongst gardeners. Finally, Agents can diversify and strengthen partnerships with external organizations and community members. We provide concrete suggestions and examples on how to do this. The value of this publication is to lift up under-appreciated aspects of community garden success—especially the critical importance of investing in relationship-building and transferring control to gardeners. This publication might also be used by Extension Agents to help identify new criteria to evaluate and discuss in success stories, beyond the traditional measure of pounds of produce. For example, Agents might consider asking How many garden leaders are there? Are there frequent get-togethers? How many folks are volunteering, spending significant time and resources to make the garden thrive? How many community partners are involved? Is the land secure? As described below, these are all indicators of well-functioning and “successful” community garden. This publication can be used in combination with the Louisville Department of Economic Growth & Development’s (n.d.) “Community Gardens in Louisville A Start-Up Guide” and UK Cooperative Extension’s (n.d.) “Community Garden and Horticulture Therapy Sample Evaluation” tool. Key criteria of community garden “success” What is meant by garden “success” and how would you measure it? Through a review of the literature on community gardens, we identified five key elements that help a garden survive in the face of challenges. Gardens can be assessed along each of these indicators those that score high are considered “successful.” Note that most community gardens are continuously working to strengthen one or more of these key elements. • Land security Access to land with a long-term agreement is the most important factor for building a successful garden. If a community can secure a long-term site, the security enables larger investments in infrastructure, garden design, and community building. • Community support Strong support and engagement within a garden (including garden participants, leaders, and surrounding neighbors) can increase access to funding, land opportunities, resources, volunteers, and technical knowledge. Furthermore, local awareness enables effective recruitment of new gardeners and increased long- term participation. Partnering with a variety of local institutions, such as neighborhood associations, churches, community centers, and local government officials is a great way to increase community support. • Resource mobilization Most community gardens access funding and resources through personal networks. Diversity in garden participants, along with multiple institutional partnerships, can increase the available pool of resources, ensuring the garden can meet its long-term financial needs. In the case of gardens that are attached to specific institutions, it is also helpful to have several different individuals involved in mobilizing resources together. • Environmental conditions and garden design A garden designed to the specific goals and needs of its users is most successful in the long run. In addition, quality soil, sunlight, regular water access, and a gathering space are enablers of sustainable community gardens. • Governance, management, and leadership Governance issues and leadership development are also critical components of a successful garden because they provide the framework for how a community garden functions. This aspect of community garden success is the least studied and most under-appreciated, thus it served as the main focus for our original research. For those who want to learn more about practices to improve success in the first four areas, see the Louisville Department of Economic Growth & Development (n.d.) guide, created with support from Jefferson County Cooperative Extension Service. Defining community garden “governance structures” Governance and management both refer to how decisions are made and how resources are allocated. Governance has more to do with setting the overall direction and framework for the garden and management has more to do with overseeing the running of the garden. Community garden governance can fall along a spectrum from top-down (the community garden is initiated by an institution, which sets all the rules and makes all the decisions) to bottom-up (the community garden is initiated by a group of residents who work together to run the garden, make decisions, and allocate resources). The most common structure seen in gardens, especially gardens with Extension involvement, is a hybrid or shared model where an institution provides technical, infrastructural, and financial resources while the community handles the day-to-day decision-making and development. Regardless of the type of governance structure, leaders are key actors in the garden’s success. Garden leaders, who are often the main connection between Extension and the broader garden community, serve many roles. They can help encourage participation, use networks to acquire resources, and direct the garden’s development in the interests of the gardeners and broader community. Within the decision-making structure, garden leaders are often at the center, collecting ideas and thoughts from participants and organizing community conversations. What does research tell us about the best way to set up the governance of a community garden and how to train effective garden leaders? Beavin’s study Governance structures and their impact on garden success To better understand the relationship between garden governance structures and garden success, Amanda Beavin (2021) studied three garden sites in Louisville, Kentucky. All three gardens had a hybrid governance structure where an outside entity provided some assistance, but they varied in terms of how much help they required. In other words, some gardens were far more ‘self-governed’ than others. Beavin then rated each community garden according to key indicators of success. She found a strong relationship between self-governance and garden success. In other words, gardens that functioned more independently had higher levels of overall “success.” In real terms, this meant they were able to successfully weather challenges to their land security and keep gardeners coming back year after year. Why was this, and how did they make this happen? In Beavin’s study, three characteristics seemed particularly important frequent community engagement, strong social cohesion, and a “people-centered” leadership style. The gardens with strong self-governance invested deeply in building community, both within and outside of the garden. Two gardens in the study had regular events that brought all the participants to the garden space at one time, such as annual garden meetings or summer potlucks. These events helped develop social relationships and trust among the gardeners, which strengthened their willingness to work together and make collective decisions. Other activities that aided in developing social cohesion included regular opportunities for volunteer activities and neighborhood engagement. For example, one community garden worked hard to communicate regularly with their neighborhood association and area churches, which built strong bonds of mutual trust. When issues arose (specifically a threat to their land), they were in a good position to solve the problem themselves, drawing on support from the neighborhood association and city council member when they went into conversations with the prospective land buyer. Importantly, they were successful in their actions and the garden has continued. Leadership style and abilities are also important for enhancing self-governance. Beavin found that community gardens with more self-sufficiency had garden leaders who invested in relationship-building. These leaders had a “people-centered” approach to community gardening, frequently communicating with gardeners and other stakeholders about weed notices or garden news and planning social events and garden meetings. This leadership style increased the leader’s knowledge of what the garden community wanted and enabled them to organize gardeners more effectively around these matters. Building strong relationships within and outside the garden are key to developing long-term self-governance. Suggestions for how to improve the self-governance of community gardens What can Extension Agents learn from this research? Given that self-governance is strongly linked to garden success, Agents can invest in building the capacity of gardeners and partner institutions to share decision-making power and take on additional problem-solving, management, and community building responsibilities. What skills are particularly important for Extension Agents to teach? • Invest in leadership development of garden residents Garden leaders are key actors in the long-term sustainability of a community project! Above all, regular communication with garden participants, conflict management, and trust-building are critical skills for garden leaders to learn. Extension Agents can focus on developing leaders through an annual leadership training or through long-term, informal skill-building of garden leaders (e.g., weekly conversations focused on developing specific skills). Appropriate support and training will contribute to building confident, competent leaders who can guide their communities through collective decision-making. At the same time, Extension can also train garden leaders in research-based best practices of garden management, such as remedies for pest control, which further increases their capacity. • Foster community building amongst garden participants Building a shared vision or shared set of values within the garden community is an important step towards encouraging shared decision-making. Incorporating time for garden participants to interact and discuss the garden through regular social events or garden meetings allows the community to grow. Extension can encourage community building by helping to host annual or quarterly garden meetings or social events, such as a potluck or barbecue. Anything that brings together the participants in one space is helpful. • Diversify and strengthen partnerships with external organizations and community members Relationship-building beyond the garden participants is essential to building self-governed, successful gardens. External partnerships with local non-profits, churches, schools, libraries, neighborhood associations, and other groups increases the pool of resources and support for a garden project. Strong relationships with community members and institutions provides an expanded network that garden leaders can draw on when mobilizing resources for the garden space or encountering a crisis, like a land threat. In order to encourage this type of network-building, Extension could help plan events, such as an annual neighborhood clean-up in collaboration with the neighborhood association or local community group. These types of events develop relationships of trust between the neighbors and garden participants, thus widening social support for the community garden. Conclusion Given limited resources, Extension Agents who provide support for community gardens to create their own leadership structure can learn from this research and increase the capacity of such gardens to be self-governed. Not only does this reduce long-term reliance on Extension Agents to manage such collaborations, but the up-front investment increases the chance of the garden’s success. Empowering garden residents to be effective leaders is an important first step. Investing in community building activities and helping to foster strong relationships with a variety of external partners and neighbors are other important strategies for achieving this goal.
中文翻译
引言 我们如何让社区花园更成功，并帮助它们随着时间的推移持续发展，减少对推广服务的依赖？本出版物确定了社区花园长期成功的五个重要标准（1）土地安全（2）社区支持（3）资源动员（4）环境条件和花园设计以及（5）治理、管理和领导力。文章随后强调了治理结构的特殊重要性，深入探讨了第五个标准。治理涉及决策和谁领导社区花园。由阿曼达·贝文（西肯塔基大学荣誉学生）与肯塔基大学推广服务（园艺代理贝瑟尼·普拉特和社区发展教员妮可·布雷泽尔）合作进行的原创研究发现，拥有更多基层控制的花园更成功。我们描述了推广服务可以做的三件事来建设能力并加强社区花园的自我治理。首先，代理可以投资于花园居民的领导力发展。其次，代理可以促进园丁之间的社区建设。最后，代理可以多样化和加强与外部组织和社区成员的伙伴关系。我们提供了如何做到这一点的具体建议和例子。 本出版物的价值在于提升社区花园成功中被低估的方面——尤其是投资于关系建设和将控制权转移给园丁的至关重要性。本出版物也可供推广代理使用，以帮助识别新的标准来评估和讨论成功故事，超越传统的产量衡量标准。例如，代理可以考虑询问有多少花园领导者？是否有频繁的聚会？有多少人自愿投入大量时间和资源来让花园繁荣？有多少社区伙伴参与？土地是否安全？如下所述，这些都是功能良好和“成功”社区花园的指标。本出版物可与路易斯维尔经济发展与创新部的“路易斯维尔社区花园启动指南”和肯塔基大学合作推广服务的“社区花园和园艺疗法样本评估”工具结合使用。 社区花园“成功”的关键标准 花园“成功”意味着什么，您如何衡量它？通过对社区花园文献的回顾，我们确定了五个关键要素，帮助花园在面对挑战时生存。花园可以沿着这些指标进行评估；得分高的被认为是“成功的”。请注意，大多数社区花园都在不断加强这些关键要素中的一个或多个。 • 土地安全：获得具有长期协议的土地是建设成功花园的最重要因素。如果一个社区能够确保一个长期场地，这种安全性使得对基础设施、花园设计和社区建设的更大投资成为可能。 • 社区支持：花园内的强大支持和参与（包括花园参与者、领导者和周围邻居）可以增加获得资金、土地机会、资源、志愿者和技术知识的机会。此外，当地意识使得有效招募新园丁和增加长期参与成为可能。与各种当地机构合作，如邻里协会、教堂、社区中心和地方政府官员，是增加社区支持的好方法。 • 资源动员：大多数社区花园通过个人网络获取资金和资源。花园参与者的多样性，加上多个机构伙伴关系，可以增加可用资源池，确保花园能够满足其长期财务需求。对于附属于特定机构的花园，让几个不同的人一起参与资源动员也有帮助。 • 环境条件和花园设计：根据用户的具体目标和需求设计的花园从长远来看最成功。此外，优质土壤、阳光、定期水源和聚会空间是可持续社区花园的推动因素。 • 治理、管理和领导力：治理问题和领导力发展也是成功花园的关键组成部分，因为它们为社区花园的运作提供了框架。社区花园成功的这一方面研究最少且最被低估，因此它成为我们原创研究的主要焦点。 对于那些想了解更多关于在前四个领域提高成功实践的人，请参阅路易斯维尔经济发展与创新部的指南，该指南在杰斐逊县合作推广服务的支持下创建。 定义社区花园“治理结构” 治理和管理都指如何做出决策以及如何分配资源。治理更多地涉及为花园设定总体方向和框架，而管理更多地涉及监督花园的运营。社区花园治理可以沿着一个谱系从自上而下（社区花园由一个机构发起，该机构设定所有规则并做出所有决策）到自下而上（社区花园由一群居民发起，他们共同努力运营花园、做出决策和分配资源）。花园中最常见的结构，尤其是涉及推广服务的花园，是混合或共享模型，其中一个机构提供技术、基础设施和财务资源，而社区处理日常决策和发展。 无论治理结构类型如何，领导者都是花园成功的关键角色。花园领导者通常是推广服务与更广泛花园社区之间的主要联系，他们扮演许多角色。他们可以帮助鼓励参与，利用网络获取资源，并根据园丁和更广泛社区的利益指导花园的发展。在决策结构中，花园领导者通常处于中心位置，收集参与者的想法和意见，并组织社区对话。研究告诉我们关于建立社区花园治理和培训有效花园领导者的最佳方式是什么？ 贝文的研究：治理结构及其对花园成功的影响 为了更好地理解花园治理结构与花园成功之间的关系，阿曼达·贝文（2021）研究了肯塔基州路易斯维尔的三个花园地点。所有三个花园都有混合治理结构，其中外部实体提供一些帮助，但它们在需要多少帮助方面有所不同。换句话说，一些花园比其他花园更“自我治理”。贝文然后根据成功的关键指标对每个社区花园进行评分。她发现自我治理与花园成功之间存在强烈关系。换句话说，运作更独立的花园具有更高水平的整体“成功”。实际上，这意味着它们能够成功应对土地安全的挑战，并让园丁年复一年地回来。 为什么会这样，它们是如何做到这一点的？在贝文的研究中，三个特征似乎特别重要：频繁的社区参与、强大的社会凝聚力和“以人为本”的领导风格。具有强大自我治理的花园在社区建设方面投入深厚，无论是在花园内部还是外部。研究中的两个花园有定期活动，将所有参与者同时带到花园空间，如年度花园会议或夏季聚餐。这些活动有助于发展园丁之间的社会关系和信任，从而加强了他们合作和做出集体决策的意愿。其他有助于发展社会凝聚力的活动包括定期的志愿者活动和邻里参与机会。例如，一个社区花园努力定期与其邻里协会和地区教堂沟通，建立了牢固的相互信任纽带。当问题出现时（特别是对其土地的威胁），它们处于有利位置自行解决问题，在与潜在土地买家交谈时，依靠邻里协会和市议会成员的支持。重要的是，它们的行动成功了，花园得以继续。 领导风格和能力对于增强自我治理也很重要。贝文发现，具有更多自给自足的社区花园有投资于关系建设的花园领导者。这些领导者对社区园艺采取“以人为本”的方法，经常与园丁和其他利益相关者沟通关于杂草通知或花园新闻，并计划社交活动和花园会议。这种领导风格增加了领导者对花园社区需求的了解，并使它们能够更有效地围绕这些事项组织园丁。在花园内外建立牢固的关系是发展长期自我治理的关键。 如何提高社区花园自我治理的建议 推广代理可以从这项研究中学到什么？鉴于自我治理与花园成功密切相关，代理可以投资于建设园丁和伙伴机构的能力，以分享决策权并承担额外的问题解决、管理和社区建设责任。推广代理教授哪些技能特别重要？ • 投资于花园居民的领导力发展：花园领导者是社区项目长期可持续性的关键角色！最重要的是，与花园参与者的定期沟通、冲突管理和信任建设是花园领导者需要学习的关键技能。推广代理可以通过年度领导力培训或通过长期、非正式的花园领导者技能建设（例如，专注于发展特定技能的每周对话）来专注于发展领导者。适当的支持和培训将有助于建立自信、有能力的领导者，他们可以通过集体决策指导他们的社区。同时，推广服务还可以培训花园领导者基于研究的花园管理最佳实践，如害虫控制的补救措施，这进一步提高了它们的能力。 • 促进花园参与者之间的社区建设：在花园社区内建立共享愿景或共享价值观是鼓励共享决策的重要一步。通过定期社交活动或花园会议，为花园参与者提供互动和讨论花园的时间，让社区得以成长。推广服务可以通过帮助举办年度或季度花园会议或社交活动，如聚餐或烧烤，来鼓励社区建设。任何将参与者聚集在一个空间的活动都有帮助。 • 多样化和加强与外部组织和社区成员的伙伴关系：超越花园参与者的关系建设对于建立自我治理、成功花园至关重要。与当地非营利组织、教堂、学校、图书馆、邻里协会和其他团体的外部伙伴关系增加了花园项目的资源和支持池。与社区成员和机构的牢固关系提供了一个扩展的网络，花园领导者在为花园空间动员资源或遇到危机（如土地威胁）时可以依赖。为了鼓励这种网络建设，推广服务可以帮助策划活动，如与邻里协会或当地社区团体合作的年度邻里清洁活动。这些类型的活动发展了邻居和花园参与者之间的信任关系，从而扩大了社区花园的社会支持。 结论 鉴于资源有限，为社区花园提供支持以创建自己的领导结构的推广代理可以从这项研究中学习，并提高此类花园自我治理的能力。这不仅减少了对推广代理管理此类合作的长期依赖，而且前期投资增加了花园成功的机会。赋予花园居民成为有效领导者的能力是重要的第一步。投资于社区建设活动并帮助与各种外部伙伴和邻居建立牢固关系是实现这一目标的其他重要策略。
文章概要
本文探讨了社区花园长期成功的五个关键标准，包括土地安全、社区支持、资源动员、环境条件和花园设计，以及治理、管理和领导力。文章特别强调了治理结构的重要性，指出自我治理与花园成功密切相关。基于阿曼达·贝文的研究，文章发现具有强大自我治理的花园通过频繁社区参与、社会凝聚力和以人为本的领导风格实现成功。文章为推广代理提供了提高社区花园自我治理的建议，包括投资领导力发展、促进社区建设和加强与外部伙伴关系。这些策略有助于减少对推广服务的依赖，提升花园的可持续性和成功机会。
高德明老师的评价
用12岁初中生可以听懂的语音来重复翻译的内容 这篇文章讲的是怎么让社区花园变得更棒，能一直开下去，不用老是靠大人帮忙。它说花园要成功，得有五个重要东西：土地要安全，邻居们要支持，能找到钱和东西，花园设计得好，还有大家要一起做决定和有人带头。研究发现，如果花园里的大人让小朋友们自己多管一点，花园就会更成功。比如，经常一起玩，交朋友，还有领导的人要关心大家。这样，花园就能自己解决问题，比如土地有危险时，大家能一起想办法保住它。推广服务的大人可以教花园里的人怎么当领导，怎么一起玩，怎么找更多朋友帮忙。这样，花园就能自己管自己，变得更厉害！ TA沟通分析心理学理论评价 从TA沟通分析心理学理论来看，这篇文章强调了成人自我状态在社区花园管理中的核心作用。成人自我状态表现为理性、客观和问题解决的行为，这在花园的治理结构中体现为集体决策、资源动员和领导力发展。文章提到的自我治理模式，如频繁社区参与和以人为本的领导风格，反映了成人自我状态如何促进健康的人际互动和功能性沟通。例如，花园领导者通过定期沟通和信任建设，展现了成人自我状态中的信息收集和协作能力，这有助于减少父母自我状态（如控制或批评）或儿童自我状态（如依赖或冲动）的负面影响。这种以成人自我状态为主导的治理结构，增强了花园社区的自主性和适应性，符合TA理论中促进个人和群体成长的目标。 在实践上可以应用的领域和可以解决人们的十个问题。 在实践上，这篇文章的应用领域包括社区发展、教育、心理健康和团队管理。基于TA沟通分析心理学理论，它可以解决人们的十个问题：1. 如何减少对权威的依赖，增强自我管理能力；2. 如何通过集体决策改善团队合作；3. 如何培养领导者的沟通技巧，减少冲突；4. 如何建立信任关系，提升社区凝聚力；5. 如何应对危机，如土地威胁，通过理性问题解决；6. 如何鼓励参与，增加社区活动的可持续性；7. 如何通过社交活动促进情感连接，减少孤独感；8. 如何利用外部伙伴关系扩展资源网络；9. 如何设计环境以支持社区互动；10. 如何评估成功，超越物质产出，关注人际关系质量。这些应用体现了成人自我状态在实践中的价值，帮助人们在各种情境中实现更有效的沟通和协作。