By Ellen Russell Beatty
Ponder This
Ellen Russell Beatty
The Benn Crump Community Garden in Milford is operated by volunteers with a part time, community garden manager paid as an employee of the city. The Milford community is fortunate to have had the open space, suitable land, resources and the vision to take on such a worthwhile project. The publicly shared parcel is designated for growing produce for non-commercial use and enjoyment of the volunteer members.
It requires hard work and dedication to successfully run a community garden, along with ongoing governmental support. The garden has already celebrated its 50th anniversary of operation. The volunteers who participate, the longstanding support of Milford city government and administration and the collective vision of all involved have contributed to this ongoing successful community project.
One aim of all variations of community gardens is to build community and create social ties among participants. Such gardens in other, denser municipalities have been credited with the unintended consequences of decreasing crime and creating a heightened feeling of safety among residents.
Many municipalities are providing opportunities for residents to become involved in community gardens. The much-touted benefits in the literature include nutritional awareness, physical activity, community engagement and cultivation of fruits and vegetables for healthier eating habits. People often donate their harvested products to local food banks or soup kitchens that address food insecurity.
A public good is a commodity or service made available to all members of a society, typically administered by government and paid collectively through taxation. Such a public good is normally delivered without profit. Community gardens must be gated and protected from non-members and potential vandalism. In this way, the gardens are not accessible to all, but still can be considered a public good due to the broader benefits to the community.
The Milford Plan of Conservation and Development, passed in 2023, states that community gardens are a catalyst for neighborhood and community improvement, stimulate social interaction, beautify neighborhoods and create opportunities for recreation, exercise, therapy and education. The POCD reiterates the goal of expanding Milford’s community garden program in the city’s more populated areas, which can benefit from additional green space. The current community gardens not only benefit the 120 plot holders but also all the people who participate. Many others, who are not plot tenants or lessees, participate as a form of therapy and leisure activity on occasion. The Milford nonprofit Bridges Healthcare has had clients who have gained from participation in the gardens. Scouting organizations have also participated through the years, thus benefitting from and aiding the community garden.
A map of Milford contained within the POCD identifies a few potential sites for the establishment of additional community gardens. A further stated goal of the POCD is to coordinate with Milford schools to involve students in conservation efforts and identify locations for future community gardens. All the city’s boards and commissions should consider the POCD as a resource when enacting policies shaping the community.
Most communities require reasonable fees from participants in order to keep the gardens operational. Such is the case in Milford, where participant members pay a fee to enjoy community gardening. Some towns defray costs through donations of seed, tools, fencing and other supplies, since participants have additional costs associated with gardening. Milford provides services to the community gardens in the way of public works support, as outlined in individual letters of agreement.
Recently, there was quite a community uproar due to an unexpected increase in fees. Eventually, the issue was resolved by rescinding of the increase by the mayor after significant public input and aldermanic concern.
There seems to be an acceptable resolution to the community garden fee increase problem, at least for the moment. However, an excellent opportunity exists to contemplate how the situation could be handled with less conflict and strife. This applies across political lines and can improve the interaction of the public with elected officials and thereby improve governing.
Transparency is a much-bandied about term that requires planning and effort to enact and accomplish. Transparency just does not just happen; it requires effort and hard work fueled by a vision. Certainly, all elected officials in Milford lay claim to a shared value of transparency.
Transparency must be a verb, not an adjective. Transparency requires action to create scaffolding and structure that allows for honesty and scrutiny in operations. It is important to periodically examine any patterns or barriers that interfere with operationalizing this shared value of being transparent.
A stakeholder is a person or party with a vested interest or stake in an enterprise, organization or project. Stakeholders may be people, organizations or groups with a legitimate interest. Good stake-holding requires good citizenship. A simple, dynamic, living organizational chart can reside in a leader’s mind, leading to clear, strategic thinking.
Engaging stakeholders can easily become a quick, effective practice, providing a game plan to improve communication. Answers emerge to simple, internal questions aimed at identifying relevant people as stakeholders. A review of previous projects can identify stakeholders from similar circumstances. Brainstorming can bring to mind those who can contribute or help ensure success of the operation.
In the particular instance of the Milford community gardens, a number of stakeholders were available and not engaged to make effective decisions. The Park, Beach and Recreation Commission is chartered with the duties of operation and management of the city’s parks, playgrounds, recreational facilities and activities. The commission surely is a stakeholder for decisions surrounding the community gardens. On previous occasions involving recreational activities in Milford, stakeholders were not fully appreciated and thus underutilized. The Pickleball Association and the Little League ball playing community come to mind as recent examples of stakeholders that may have contributed positively to decisions affecting their interests.
The Board of Aldermen is a significant stakeholder investing considerable time and energy in the enterprise of municipal governing. The Board of Alderman can be a rich source of knowledge, support and experience.
It seems unnecessary and potentially counterproductive to ignore stakeholders, especially if they bear some legitimate authority in decision-making. A well-managed enterprise should consider the opinions and concerns of stakeholders when deciding mission, strategies and vision, even if there is difference of opinion as to the point of actual decision-making about small fees.
Dr. Ellen Russell Beatty is in her fifth term on the Milford Board of Aldermen. She served seven years as Associate Vice President of Academic Affairs at Southern Connecticut State University, and also served as interim Academic Vice president, Dean of Health & Human Services and Director of Faculty Development. In addition to the broad perspective and a multitude of skills required of high-level administrators, her areas of special expertise lie in strategic planning, accreditation, assessment and planning and budgetary allocation.