INTERNATIONAL COUNTRYSIDE STEWARDSHIP EXCHANGE
THE WYCHWOOD PROJECT, ENGLAND, UNITED KINGDOM

EXECUTIVE SUMMARY OF THE EXCHANGE

Introduction

This innovative project focuses on 41 rural parishes in West Oxfordshire, within the bounds of the Norman hunting Forest of Wychwood. Small villages, mixed farmland, large country estates, quiet river valleys, ancient woodland, meadows and even heath combine in an attractive landscape of significant ecological and heritage value. However, agricultural change and developing settlements have reduced and fragmented this characteristic mosaic. Supported by Oxfordshire County Council, West Oxfordshire District Council, the Countryside Commission and The Esmee Fairbairn Trust, the Wychwood Project was established in 1997 to raise awareness of the history and identity of Wychwood and be a catalyst for restoring landscape and bio-diversity. The study team was asked to advise on how to help communities develop and implement a vision for a living and working countryside building on its intrinsic character, on the alternative approaches to overcoming constraints and on the Project’s sustainability.

Key Issues

Community-Led Landscape Revitalisation is a Long-Term Process

The Project needs to recognise it is involved in a slow process which needs a longer time horizon. Short term funding kick starts the process but may skew targets and divert effort from establishing sustainable activities. A forward plan is a priority to establish the Project with long term funding and revised strategic targets and action plans.

The Project Officer Cannot Do Everything

In the short term, the Project has successfully raised awareness, been a catalyst for action and proved credibility on the ground. Good interagency co-operation and co-ordination helps cover the range of issues but there is a tendency to leave too much to the project officer. A more substantial project structure and more stakeholder action is needed to realise intrinsically ambitious targets. Project goals must be well defined and accepted by stakeholders The goals originally envisaged in the Project’s prospectus and action plan need to be refined and restated. Restoration of the historic landscape is not a seen as a viable nor desirable option; tree-planting targets are too high. More people will be supportive if the principle of using historic landscape character as the framework for enhancement is explained and reflected in action focused on characteristic landscape features.

Winning the Confidence of Landowners

Landowners have pride in their record of stewardship. Some have reservations about the Project reflecting their uncertainty about aims and viability, fear of enforced intervention and access and apparent lack of incentives. Better personal contact with landowners would allay concerns, encourage participation and draw in their experience. The value of an archive and data base. A database of ecological, landscape and local history information is necessary for community planning and decision making on landscape issues. It is a valuable resource for scientific study, educational use, monitoring and measuring change. Establishing it effectively should involve local people.

Observations

The Project has significant inter-agency co-ordination and includes many stakeholders Ð large landed estates, small farmers, local residents and conservationists. It integrates issues of bio-diversity, local history, landscape character and public involvement The Project has a knowledgeable, dedicated Steering Group and is led by skilled, experienced staff. It has been well received and is widely respected but there is confusion over its aim to ÔrestoreÕ the Norman landscape.

Visioning exercises reveal commitment to revitalisation and maintaining variety based on historic landscape character, but not to restoration and large scale tree planting. Promoting sustainable tourism is not considered a high priority, although tourism makes a significant contribution to the local economy.

The Project has grown rapidly. Restoration schemes and community projects are already on the ground and a Friends group is established. This has been done on a shoestring budget with much volunteer effort.

Local interest in Wychwood’s heritage is strong. Community ownership of issues and local, voluntary action is crucial to the process.

The support of landowners and farmers is essential in realising the Project’s aims.

The Project’s aims and targets are ambitious, the initial funding period short, staff-time limited. Current effort risks being spread too thinly.

Recommendations

A New Structure Will Strengthen the Project

Given the Project’s scope and ambitious targets, a new administrative structure is needed to build on success, involve more people, devolve responsibilities and consider charitable trust status. Action committees for fundraising, devising policy, planning and implementing programmes and recruiting new members are required. The Project office should relocate to Wychwood.

A Longer Life for the Project

Fundraising strategies are required to secure a long-term future for the Project. Bridging funds are a priority. Grants, corporate sponsorship, Friends’ subscriptions, fees for services, merchandising, voluntary tourism tax, need investigation as a means of funding infrastructure and projects.

Reassess and Clarify Goals for Increased Success

The number of goals needs reducing and emphasis shifting from restoration and tree planting to enhancing character and countryside stewardship; with new performance targets over longer-term programmes. Focus should be on pilot/ demonstration projects, prioritising target audiences, developing key partnerships (with landowners, Woodland Trust, local communities) and encouraging sustainable tourism.

A Clear Image is Needed

Clear communication of aims and activities is essentialÐ promotional material and presentations must be consistent. Support Friends and committee members with campaign/ presentation aids. Devise a new mission statement and logo.

Spread the Load

More can be accomplished if Project development tasks are devolved to committees. Participating organisations should be more directly involved in implementing programmes. A volunteer co-ordinator would generate more practical and administrative help. Ask local universities to work on the research agenda. Establish a student placement. Building on community interest and local pride. The Project should facilitate community involvement in landscape character assessment andplanning on behalf of WODC. Landscape surveys, oral history recording and archive building are priority projects. The ProjectÕs activities will impact on tourism Ð care is needed to ensure that only sustainable tourism, in appropriate places, in encouraged.

Developing Partnerships with Landowners

Landowners are priority targets. They are influential, have expertise to offer and may be exemplars of good practice. The Project should build trust through personal contact, remaining neutral on access issues, offering advice on grants and providing a neutral forum for discussing practice. Long established estates could provide a seed bank of trees Ð direct descendants of the Forest of Wychwood.

The Future

The Wychwood Project has already achieved considerable success. The focus on heritage as the motivation for joint community action in the environment makes this a unique model of national importance. It now needs a long term programme to demonstrate how much more can be achieved with its imaginative, innovative approach to revitalising and enhancing rural landscapes.

The Team

• Daniel Carey, National Trust for Historic Preservation (USA)
• Andrew Davey, National Trust (UK)
• John Dyke, Consultant (UK)
• Karen Engelke, Mohawk Valley Heritage Corridor Commission (USA)
• Dr Linda Kruger, US Department of Agriculture, Forest Service (USA)
• Dr Stephen Sheppard, University of British Columbia (CAN)
• Joe Watts, Forest Enterprise (UK)

Where to Find Out More: Ms Belinda Flitter, Wychwood Project Officer, c/o Oxfordshire County Council Department of Leisure and Art, Countryside Service, Holton, Oxford OX33 1QQ Tel: 01865 810217 Fax: 01865 810207

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©2002 Glynwood Center