Minard Community Woodland Trust

Bill Middlemiss

Background

Minard Castle Woodlands lies between the western shore of Loch Fyne and the A83 trunk road, south-west of the village of Minard. It was formerly part of Minard Castle Estate, but was sold to the Forestry Commission in two lots in 1938 and 1955. It now comprises 170 hectares of which more than 100 hectares is under commercial forestry, with much of it now mature. There are also remnants of native broadleaf and mixed estate policy woodland, mostly underplanted with spruce.

Between the woodland and the village is other woodland, which was originally part of the estate, but is now under two private ownerships. This includes good examples of native oak woodland and various archaeological remains, such as the Brainport Solar Alignment, standing stones and quern quarries. There are also various historic remains throughout the woodlands. An informal coastal footpath leads from the village through these woodlands and this represents practically the only access to countryside for the local community.

The Threat

In 1997 the community council was notified that the woodland had been placed on the Forest Enterprise (FE) Disposals List. This caused considerable concern to the members as they felt that access could be restricted if the woodland was to be owned by a private buyer. While it was explained to them that this would be unlikely, as the local authority had already made provision to establish an Access Agreement with any future owner of the woodland, it was nevertheless felt that a sub-committee should be formed to investigate this issue and report back. A committee of eight members of the community was elected, including the Chair of the community council.

The committee met regularly and considered the implications of any transfer of the woodland to private ownership. It also looked at the assets of the woodland and considered how they could be developed to bring benefits to the community. From these discussions it was concluded that there was potential to restructure the woodland, and by re-zoning the land provide opportunities for developing new ventures which could create local jobs, which were needed in the village. Although the village has a good age-mix, very few people actually work nearby. This was highlighted when a new fire station was built and a new voluntary fire crew established. The fire engine requires a team of four to man it, but several of the team do not work locally. It is suspected that, on many days, it could be quite difficult to find four of the team near the village. It was also recognised that a woodland of this size was too small to justify the employment of full-time forest workers.

Action

In order to investigate the options further, a successful application for £1,000 was made to Rural Initiatives to fund a feasibility study. Part of this money was used to fund an estimate of the value of the woodland and the possible returns from the sale of timber over the next few years. A valuation of £305,000 was received. This meant a high price, but the potential for a quick return from timber sales encouraged us to consider a buy-out ourselves.

Before we could commission a full feasibility study however, we were notified that the woodland was due to be advertised for sale. We immediately informed FE that we were interested and also that we were seeking sponsorship. As we aimed to bring not just environmental but also economic benefit to the community, we applied to the Scottish Office1 for sponsorship. Various options were then explored into how such a purchase could be funded.

Consultation

At this stage we held an Open Day in the Village Hall, at which we presented our findings to the local community. In seeking their support, we asked them for a mandate to set up a community business, with the present committee as the first directors, and to proceed with our efforts to buy the woodland. This was fully supported. We therefore proceeded to establish a Company Limited By Guarantee without a share capital, with charitable aims, with the structure of a community business, in order to negotiate the purchase and secure funding. Minard Community Woodland Trust was finally registered on 13th January 1999.

Dealing with Officialdom

As we had not had any response from the Scottish Office, we followed up our original request, only to find that no one claimed to have received the letter. It later came to light that no one seemed to know who was responsible for handling sponsorships. This matter was eventually resolved with the assistance of FE's Land Agent, who was trying to complete the sale by the end of the financial year. Once we had identified the appropriate official, we requested guidelines on how to achieve sponsorship, only to be told that these were unavailable.

Although we had registered our interest in June, it was December 1998 before we eventually received guidelines on how to meet the Scottish Office's requirements for applications for sponsorship. These included a feasibility study and a business plan. Thankfully we were able to produce the two documents within three weeks (over Christmas!). The feasibility study explored various options for funding the operation, but came down strongly in favour of an outright purchase, as being the only way to bring economic benefit to the local community. In the meantime the District Valuer had placed a valuation of £315,000 on the woodland. This was the figure that we had to raise by 31st March 1999. By January, however, it was clear that we could not raise the funding by the end of the financial year. It was therefore decided to write to Lord Sewel, then Minister for Agriculture, the Environment and Fisheries, explaining that we had been given an impossible task, as a result of the delays caused by the Scottish Office. This move was successful and the deadline was moved to 31st March 2000.

Funding Efforts

Initial discussions were held with the Heritage Lottery Fund (HLF) to explore whether they would be interested in funding the purchase. They were supportive and encouraged us to bid. It was recognised however that the forthcoming Green Spaces Initiative under the New Opportunities Fund (NOF) was more relevant, but had not yet been launched. HLF agreed to transfer our application to NOF, if it was launched and could handle it more quickly than HLF itself could. We therefore proceeded to prepare our bid to HLF. In preparing the Business Plan to accompany the bid, we became very conscious of the risks involved due to the ever-decreasing timber prices, but we decided to continue. The bid was submitted in early June, and we were advised by the end of that month that it was being processed to go to their Scottish Committee on 24 September. If the bid was successful, we would have another six months to confirm that we had access to the balance of the funds required - 25 per cent of the District Valuer's figure. At this stage, we commissioned a further valuation of the timber from a timber buyer. This indicated a much higher return than the previous valuation and encouraged us to push on.

We were very aware that the heritage aspect of the woodland was not of national importance, but we were encouraged by HLF staff's enthusiasm for the project. However, when their Scottish Committee considered our application in September, they decided that it did not meet their criteria and turned it down. By this time, the NOF had still not been launched and we had the impression that this was probably due to politicians deliberately delaying it to link with the legislation for land reform then being drafted for the Scottish Parliament.

Reaction to Rejection

We decided that we should not give up, but take the matter back to the politicians. Letters were written to the Chairman of the Forestry Commission, our MP and three MSPs. This brought a positive response: the woodland was taken off the disposals list, with a suggestion that we discuss with the local Forest District Manager the possibility of establishing a partnership agreement with FE to manage the woodlands jointly.

Outcome

A meeting was held in December with the Forest District Manager, whom we found to be totally supportive of our plans for the management of the woodland. In offering to work with us, he proposed that the income from timber sales should be ring-fenced, so that it could be reinvested in the woodland. This meant that we could effectively manage the woodland, using FE as the woodland managers and contractors, but have control over the finances, as if we were owners. The only limitation was that funds could not be used for projects outwith the woodland. This ruled out the possibility of revenue from timber sales contributing to the fund for a new village hall. Nevertheless, we considered the offer acceptable.

Our relationship with the FE staff has strengthened during the past year, as we have continued to develop our plans. The Forest Design Plan was prepared jointly and then presented to the local community at an Open Day in July 2000. This received their general support and it was possible to incorporate most of the suggestions that were made by members into the final version. The plan sets out how, as mature coups are harvested, we aim to re-structure the woodland over the next five years and beyond. We believe that a substantial area should be replanted with commercial conifers, as they grow well here and will provide long-term income for the management of the woodland. In addition to sitka spruce and larch, we will plant Douglas fir over a sheltered area, which has good soil. It is planned however to extend the areas which would be more suitable as native broadleaf woodland. This will effectively create a wildlife corridor linking with other similar areas on adjacent properties. It is also hoped to construct a wildlife pond within this area, if soil conditions prove to be suitable. In addition, two areas have been identified to manage as continuous cover forestry, one of which will possibly be managed by the community group. The Forest Design Plan has now been ratified and the first coup is being harvested during February 2001. This will bring benefit to the residents of local houses, whose view over Loch Fyne will be opened up again.

The basic management plan has been prepared and this will be supplemented by appendices, which are currently being prepared by the trust. These cover items such as Access Plan, Interpretive Plan, Education and Community Involvement. We are currently preparing a Scoping Study on a range of potential commercial ventures which could be established in the woodland. Any such venture will require a separate lease agreement on the area involved.

Assistance

Throughout the process, we have received considerable support from Highland and Islands Enterprise's Community Land Unit. They funded the initial surveys, consultations, feasibility study and legal costs. They have also funded the appointment of a temporary Community Animateur to take forward many of the plans and help to ensure that the partnership gets off to a good start. Out of our total income to date of £6,377, the CLU has contributed £5,184.

Initial Problems

As already mentioned, the local Forest District Manager is very supportive of our plans and is sensitive to the local issues. Although the woodland is owned by FC, the drive to Minard Castle, which passes through the woodland, provides the sole access to the castle and two other private properties, all of which provide tourist accommodation. The drive is also to be used as the main exit route for lorries carrying loads of timber. This has obviously called for careful consideration of the needs of the residents within the woodland to ensure that their access is secure at all times and that their businesses will not be unduly inconvenienced. The result is that all harvesting operations will be restricted to the tourism off-season. The issue of wear and tear on the road surface has also been of major concern to the residents, as they contributed to the cost of a tarmac surface on part of the drive. This surface may not withstand the pressure of heavy vehicles. Unfortunately, however, the partnership cannot afford to reinstate an upgraded, tarmac road out of the income generated from timber sales, and a satisfactory compromise had to be reached before we were willing to sign the Minute of Agreement.

We also faced problems due to FE applying their policy of erecting standard Health and Safety signs at the entrance to the drive, prior to carrying out small maintenance tasks. These were difficult to read by passing motorists arriving at the tourist facilities and were also very misleading. They are actually intended to be placed at locations where only pedestrians pass, but no equivalent appears to be available to warn motorists. It may be a small item, but it becomes important when it affects a private business.

Communication

It is important for us as a community-controlled business to keep our members aware of our progress. The chief mechanism for this is through the publication of regular newsletters, which are distributed to every household in the community. Village life being what it is, everyone has an opportunity to make their comments to members of the committee, if they want to.

Community Benefit

How is all this expected to bring benefit to the community?

1. The proposed new and upgraded footpath network will provide easy access to the countryside, something not currently available. Although Minard lies in an attractive area with lovely views out over Loch Fyne, the only safe place to walk is a circular route of about one mile around the village. The trunk road with its thundering traffic passes through the village, but there are no pavements beyond the "40mph" signs. To get to the woodland involves a walk along a very rough, shingle beach, which puts off many people from trying. The improved access will make it possible to have walks of varying length, through peaceful woodland. This should help to maintain a healthy community.

2. The woodland is rich in historic and archaeological remains. These together with the attractive environment have the potential to attract visitors, who at present are unaware of the existence of these features. It is therefore proposed to create an Interpreted Heritage Trail. This will start and end at the village shop, which also serves coffees and snacks. The existence of the shop is of great importance to the community, and anything which will ensure its continued viability will be seen to be of benefit. .

3. While much of the work will be carried out by contractors, there will be opportunities for various tasks to be undertaken by groups of local volunteers. Carrying out such tasks can help to create a greater interest in the woodland and also help to strengthen the community. With a population of less than 250 however, it would be unwise to expect such groups to take on responsibility for very many tasks.

4. The woodland provides a rich educational resource and the local primary school is being encouraged to make use of it for a wide range of activities. This should bring the long-term benefit of a younger generation who have an empathy with the woodland.

5. The size of the woodland tends to rule out opportunities to create full-time jobs involved in its management. Investigations are therefore being made into how the land could be re-zoned to allow other uses, which could justify new jobs. Enquiries are currently concentrating on open areas under a set of power lines. Much of this land is outside the wayleaves and could support the growing of higher value crops for niche markets. Further studies are also being made into developing new products to add value to local timber. These studies are still at an early stage, but have already identified some potential opportunities. The aim is to create opportunities which could support a few extra jobs. It would be nice to think that we always had enough people working locally to man the fire-engine.

Although the school is currently running at near capacity, it was not always so. It is important to ensure that there is a healthy age-mix in the community, and a sufficient number of young families is necessary to achieve this. Locally available jobs help to achieve this.

Conclusion

When we heard that the woodland was on the disposals list and we were informed that access should be secure as a result of the local authority's action, we could easily have decided to take no action - and I think that many groups would have taken this course. We decided to carry on for a number of reasons.

The sub-committee elected by the community included individuals with different outlooks and visions for the woodland. Some are residents of the woodland and want to ensure that it is well managed for their own and their guests' benefits. Others walk regularly in the woods and want to see them brought under active conservation management and the facilities improved. Some can see the potential to create jobs. This is not an unusual situation, but it is important that everyone feels that they are achieving their aims.

The members of the committee brought with them a wide range of experience and relevant skills. This meant that they were not in any way intimidated by the prospect of taking on a challenging project. This was probably the most significant attribute.

The outcome of our initial action - the joint partnership with FE - has been a great relief to the members, as we believe that we can largely achieve our original aims, without having taken on the responsibility of ownership. If we had become owners, we could have found it difficult enough, in the present climate of low timber prices, to balance the books on the basic woodland management, let alone generate a surplus to allow us to pursue our other ideas. In this scenario, we could have lost some momentum and started to question whether we should be engaged in such an enterprise for no personal gain.

Ownership would also have meant a much greater commitment of volunteers' time and other resources than was given to the activities leading up to the partnership agreement. It is calculated that the committee have, to date, given over 120 volunteer days, while a further 53 days have been paid for through the animateur scheme and consultancies.

The Joint Agreement with FE runs for a period of ten years, but is renewable every five years. This ensures that we are always looking between six and ten years ahead. This is probably long enough for any voluntary group. It is our hope that we can bring new members onto the Board and so ensure that we are not dependent on the skills of one or two people to meet the tasks that face us, but this cannot be guaranteed, especially in a small community. Individuals move on in different ways - physically and motivationally - and we cannot see what lies ahead for any of us. We can only try to cover the risks as best as possible.

Timeline

1997

1998

1999

2000

2001