The last in a series of articles on urban – community gardens, this one is less about plants and growing seasons and more about the organisation of the garden community and the role of garden leaders.

All community gardens need to be managed, garden managers are needed, and in many gardens there is a garden coordination team. An unmanaged garden will not work, everything will be in disarray, the garden and the community itself will decline very quickly. Most communal gardens fall into this mistake, they trust in the ‘power of community’ but fail to consider that if there is no thoughtful management, no planned season, the whole thing will miss the mark and die. Somehow the garden community needs to be understood as a company, an organisation. Many different people, many different skills come together, and they need to be guided in the same direction, organised and coordinated in the day-to-day running of the garden.

Importantly, it is not the garden manager’s job to do everything himself, but rather to create the conditions for the community to do the garden tasks themselves, efficiently, quickly and cheerfully. The garden manager is more of an organiser, more of a coordinator and of course he or she does some of the physical work.

Although the garden is ready, it has had a few successful seasons, but that doesn’t mean it is functional on its own, it needs a person, or perhaps a small group, to think through the season, call the garden meetings, communicate with the local authority, keep track of the garden’s assets, manage the garden’s internal and external communications. The goal is always to have a successful and relaxed season for the garden that year, to achieve success at community and individual level.

The one-third rule

A broad generalisation about all community gardens is that a third of the members are active and participate in all events, another third only attend the main events, and there is a third who are rarely seen, sometimes or not at all involved in the life of the garden. For them, the only thing that matters is their beds, or worse, their beds become deserted and weedy by mid-season, which is a serious problem, and in a garden where all the garden members have the same size bed, neglected beds are very noticeable. In this case, the garden leader should step in and ask the neglected gardener to give back his bed so that a new, more active member can be selected by the community from the waiting list. Fortunately, every garden has a long waiting list, it is easy to bring new members into the garden. The garden by-laws set out how neglectful gardeners can be removed from the garden, partly by written warning, partly by verbal warning and finally, if they do not respond, the community can vote them out of membership. This step is not to be neglected, it is better to have a new, enthusiastic garden member to replace the neglectful gardener.

• 

• 

• 

• 

• 

• 

• 

There are situations when the garden manager has to take “firm” action. There are cases when a garden member is found to be unfit to exist in a community, his behaviour, his habitus make him unfit for community life. These are the community destroyers. Often they are unable to communicate with other gardeners in the right tone of voice, or without the approval of the community they do something in the garden that is bad for everyone or detracts from the overall image of the garden. In such cases, the garden manager has to step in and either persuade or, as a last resort, vote the person out of the garden. There have been examples of gardeners who have been found to have alcohol problems, and it is not acceptable for a gardener to stagger around the garden with many young children present. There were also examples of the garden partner’s personality making him unfit to participate in the community, causing strife, destroying the community, inadequate personal communication with others, and such a person needs to be urgently removed from the garden.

Communication problems very often come up in e-mail conversations. In addition to the keyboard, some people indulge in far more than they would in face-to-face communication, and this must be stopped immediately, not allowed to escalate, because in the long run it has a devastating effect. Don’t be afraid to put someone out of the garden, do it calmly, without offence, give them the opportunity to retreat with their head held high.

New garden members in the garden

Each garden has a long waiting list so we can select the applicants. It’s worth inviting applicants to the garden, several at once, and telling them what garden membership means. Many people have an unrealistic view of how community gardens work, there is a lot of idealism, it is better to be clear from the start what the tasks, responsibilities and benefits will be for the new garden member. Some people back away from signing up when they learn that the garden involves shared responsibilities, not just a bed to garden in. When choosing a new garden member, pay attention to the integration of the new garden member into the garden community. Introduce the new members at the next garden meeting, put them on the mailing list, give them all the knowledge and good advice they need to integrate easily and quickly into the garden community.

The tasks of a garden manager:

• The most important tasks of a community garden leader include: involving members, delegating tasks and responsibilities, and resolving conflicts.
• A key role is to coordinate, build community, create and maintain stability and cohesion.
• Organises garden meetings and garden events.
• Represents the garden in a defined capacity, liaises with the designated unit of the municipality.
• The garden manager is responsible for enforcing the garden rules and the house rules.
• Coordinate garden communications, external and internal coordination together.
• Overseeing the garden’s membership fees, leases and budget.
• Keeping records of the garden’s financial assets.
• The goal to be achieved by the garden manager is the optimal operation of the garden, achieving long-term sustainability.

Culture of cooperation

One of the most important tasks of the garden manager or garden coordination team is to develop a culture of cooperation. All members should be able to work and associate with others, making decisions together about the future of the garden, participating in the physical maintenance of the garden, and being part of the community. The success of a community garden is the result of the cooperation of its members. Nature will do its work independently.

What makes a good garden manager?

Be a good gardener, but more importantly, be able to communicate with a wide range of people, Often retired teachers and people used to management make the best garden managers. Garden managers need to be able to deal with conflict quickly and effectively. Garden managers must have time to organise and volunteer for the garden.

A good garden leader can run a garden meeting well. Garden meetings are a forum for discussing garden business, and effective and to the point meetings are essential. It is interesting to note that during the Covid epidemic we held online garden meetings and they were not effective. Much better to be in person. Garden meetings should be held a few more times a year: beginning of season garden meetings, end of season garden meetings, and during the year if there is a need.

The garden manager must be able to harmonise different ideas and expectations, and most importantly, to promote community decision-making in all cases. It is not the garden manager who decides on the major issues of the garden, but rather coordinates the community to make important decisions themselves and helps and organises their implementation.

Community garden management should be the responsibility of one person for the first season, because too much participation will only hinder an effective learning process. However, for subsequent seasons, it is better to establish a garden coordination group. One person is likely to have too many tasks to manage the garden, but by dividing the work into different sub-tasks, you will make your job easier.

Keeping the gardens working.

We build community gardens for decades. The only garden I have had that I know of that was built as a temporary garden is the Böszi Garden, which was built on a construction site and will be discontinued when the economic situation allows the planned municipal investment to get underway. The gardeners have taken note of this situation, so they experience each season as a gift and hope that they might have another season. At the same time, my oldest garden, the Első Kis-Pesti Kert, completed its 12th season this year, has become an important part of Kispest’s life and the neighbourhood over the past dozen years, and there seems no reason why anything should prevent it from continuing to thrive for decades to come.

In 2012, I was in New York for the American Community Garden Association conference and we visited several community gardens in New York. Some of them were 40-50 years old. No one remembered who the founders were, none of the people who started urban gardening back then were alive. And yet they still exist perfectly well, with gardening revived season after season. It took the city to accept the benefits of these urban gardens and start actively supporting them. The logic is quite simple, community-maintained urban gardens are infinitely cheaper for the city than park maintenance, but they also have a much higher biological value, are more permanent, are free from vandalism, are an ornament to the neighbourhood, host many events of importance to the district, participate in the environmental education of youth and, most importantly, create active neighbourhood communities. A global city is made up of many of these small communities.

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

Once these community gardens are established on municipal land, as a municipal investment, smart municipalities will include the gardens in the district’s so-called green space management plan. This means that the municipality cannot let the garden go, saying that it is ready, it is now cultivated and maintained by the gardeners. Every asset has its amortization period, it deteriorates, it decays, it needs to be replaced. Here, bed frames are the main expense. After having established 9 gardens, I have to say that there is no really good solution for raised bed borders. They are depreciating assets. Most of the time we use wooden bed frames, but no matter how much we protect and treat them, they start to decay and rot after 5-6 years. Standing outdoors in winter and summer, in sunshine and winter frost, they will inevitably break down after a while.

We can build the beds, for example with bricks or concrete blocks, but the cost of building these is unrealistically high, and is usually rejected by planners and local government representatives during construction. The clever municipality will include a depreciation cost for the community garden, from which the gardens can buy the timber needed for renovation and then rebuild the deteriorated beds themselves. This is community work, an unavoidable task.

Community gardens are getting richer every year. It’s almost unbelievable how many varieties of plants can grow in these gardens. From the second to the third season, the flowers will become more and more numerous, the fruit trees more and more numerous. Groups from the schools and kindergartens in the area will get used to the garden, they will have biology classes in the garden, the inhabitants of the area will like the garden because it is beautiful, because it shows a different face every day, because it is interesting and good. One of the best feelings is when strangers from the neighbourhood call me and say, “Nice garden, congratulations. That is success.