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From a forgotten piece of land to a wildlife haven enjoyed by the entire community, Kingfisher is one of our biggest achievements.

Thank you to Scott Jones, co-director, Mind the Gap Research and Training, whose expertly written feature on the history of Kingfisher and the wide benefits it continues to provide for the community, now appears in the Housing Executive Magazine.

By Scott Jones, co-director, Mind the Gap Research and Training

This case study considers the positive economic, social and environmental impacts from a resident-led project in Burton upon Trent, Staffordshire, now 21 years old. The Kingfisher Project grew from a partnership between a Neighbourhood Management scheme (Heart of Burton) and a social housing landlord, Trent & Dove. I was Heart of Burton’s neighbourhood management officer at that time, developing and facilitating stakeholder engagement events to establish Kingfisher with Trent & Dove and their customers.

Kingfisher was established in 2005 in response to residents’ concerns about the awful state of areas around a canal path and the Horninglow Channel, locally called “The Brook.” Problems with fly-tipping, overgrown vegetation and social issues were so serious that community apathy turned to anger and requests for change. 

The first customer meeting back in 2005 to discuss concerns around Kingfisher

Trent & Dove also had serious concerns about antisocial behaviour and environmental neglect in Horninglow. Residents were tired of these events, weary of being referred from agency to agency. A small leadership group emerged among Trent & Dove customers – a development warmly welcomed by housing officers.

On one fact-finding community walk, Sheila, an older resident, asked:

“Where have all the kingfishers gone? When I was a girl, we always saw kingfishers.”

After a year of public engagement events with communities, young people, schools, agencies, business and statutory bodies, I facilitated a ‘decision-taking’ participatory workshop in late 2005 – an event that catalysed the Vision and launched the Kingfisher Project. 

Tree planters have become a vital part of Kingfisher

The journey so far

Since then, Kingfisher had far reaching, positive impacts. From being a stigmatised area where no one wanted to live, it is now an attractive, desirable place with positive energy and innovative community spirit, where people wish to live and raise families. Residents talk movingly about their own personal and professional development; the skills, confidence and growth they achieved through working with Kingfisher and Trent & Dove.

Connections between Trent & Dove, residents in Kingfisher areas, schools and agencies are strong. Trust, commitment and shared actions have deepened over the years. Collaborations are sincere, embedded in institutional commitments, as well as strong personal and professional relationships.

In general, Trent & Dove has a culture and history that views social projects as an important part of their business that needs sustained investment. In Kingfisher’s first few years, Trent & Dove realised specific gains, including reduced empty homes, rent arrears and number of days to re-letting. Kingfisher also attracted partnerships with emergency services, notably police and Fire & Rescue services. 

Notably, as initial partners have been less able to join in, new partners have come on board. These include businesses and contractors such as Novus, Travis Perkins and McDonalds; local schools at Eton Park and Horninglow; and other community partners, notably Burton Addiction Centre, National Forest, People Express and Burton Albion.

Communities have remained involved with Kingfisher, including these helpful litter pickers in 2007

The road ahead

Kingfisher stakeholders identify several key challenges for the coming years.

The Project area is highly diverse socially and culturally. There are opportunities to build more bridges within and among communities, key agencies, businesses, and stakeholders outside the area. Reinvigorating the idea of connectivity along a watershed catchment (Henhurst Wood to the River Trent) remains a powerful organising vision, creating opportunities for linking communities, enhancing Burton’s image, and spreading community engagement ideas across wider areas through partners.

Kingfisher’s longevity and success have relied on many people’s efforts. However, leadership, creativity and positive power have rested with just a few. There is a need to bring new people in and undertake succession planning within Kingfisher and Trent & Dove. It would be especially useful to engage young people and people with different ethnicities and backgrounds.

Allotment plots have become an important part of Kingfisher

Much of Kingfisher’s reputation relates to community projects with environment-related objectives –especially the now beautiful Linear Park (The Kingfisher Trail) between the canal and the Brook. Activities include regular attention to litter, flood control, vegetation maintenance and new ‘nature projects’ involving schools and young people, in addition to the successful gardens and horticulture projects.

Perhaps the main lesson from Kingfisher is how a partnership between a social landlord and their customers has grown and informed the three main arms of ‘sustainability’ – social, environmental and economic.