Section 2
Getting started
Taking the plunge
Mission
Post-it board at a Community Planning Event. Citizens express what their neighbourhood needs
“The huge amount of effort invested in this weekend has paid dividends. The event has not only resulted in a coherent vision for Hulme 5 (housing estate), but has also shifted entrenched attitudes and ploughed through prejudice. Hulme will never be the same again – and neither will those who attended.”
Lesley Whitehouse regeneration company Chief Executive
Here are 8 things to do before deciding to hold a Community Planning Event:
□ 1 Read right through this manual to understand what will be involved. Check other sources (see Publications and sources, page 92, and the Publications & Films A–Z on www.communityplanning.net).
□ 2 Discuss it with people who have done it before and organisations that might provide support (see Contacts, page 94 and the Contacts A–Z and Case Studies on www.communityplanning.net).
□ 3 Form a Steering Group to oversee the event. This should reflect the community’s diversity and include all main enthusiasts and key players.
□ 4 Think through what kind of event is likely to be most suitable for the issues you face. Use the Community Planning Event planner on page 108. Consider holding a Process Planning session with key stakeholders (see Methods A–Z on www.communityplanning.net). Consider appointing an experienced consultant to assist you with this.
□ 5 Prepare budget estimates and a funding strategy (see Funding page 20).
□ 6 Write a ‘mission statement’ setting out the objectives and how and by whom they are going to be achieved (see samples on next page).
□ 7 Decide whether to hold an event under the umbrella of a regional, national or even international organisation (see Support bodies page 18).
□ 8 Check whether you have, or can you be sure of getting:
□ keen Steering Group, Host and organiser?
□ enough funding or support in kind?
□ experienced facilitators and technical experts?
□ clear and achievable mission statement?
□ capability to follow up afterwards?
If the answer is yes, go for it. If not think again.
Sample Mission Statements
New Visions for Anytown
Anytown is suffering from a number of difficulties caused by the decline of traditional industries and lack of investment for housing maintenance. There is high unemployment, homelessness, a number of derelict sites in the town centre and a general sense of uncertainty and despondence. Several solutions have been put forward over recent years but little action has taken place because of lack of agreement on priorities and lack of funds.
It is proposed to organise a Community Planning Event next spring. The objective is to create a new vision for the town by inviting all members of the community to explore possible options with a team of specialists from elsewhere. A programme of long- and short-term action will be drawn up. A 4-day event is proposed spanning the weekend before Easter. This fits in well with the town council’s deadline for a response to developers’ proposals for some of the town centre derelict sites and a conference a month later on new initiatives for sustainability in the town.
The event is being organised by the Anytown Environment Network in association with the National Urban Trust. It is supported by Anytown Council and the Anytown Chamber of Commerce. Sponsors include Shell and Greenpeace. Architects Company, which has considerable experience of Community Planning, will be engaged to provide the administration and a technical support team will be provided by Anytown College Urban Design Department. The National Urban Trust will assist with assembling the Team of specialists and will monitor progress after the event has taken place.
Anyvillage Traffic Management
Increased traffic in Anyvillage is causing problems for residents and traders alike. Parking is hard to find and there have been several unpleasant incidents involving abuse and even violence on one occasion. Proposals by the local planning department for new car parks have been widely opposed.
Anyvillage parish council proposes to hold a 1-day Community Planning Event to explore some options. The event will take place during the day and evening to ensure that everyone who wants to has an opportunity to take part. A Team of transport and urban design specialists will facilitate the event and make recommendations. In preparing for the event, the parish council is being assisted by the village school, which is making a model, and officers from the county council planning department. Support and advice is also being provided by the national Civic Trust.
Organisation
Building partnerships
Producing a sheet of notepaper is a good way to think through how to position the event
“A proper charrette brings into being a collective intelligence … And it does this with stunning efficiency. No one should waste their time. No one should feel stymied. The negotiations should take place – not during the adversarial circumstances of the municipal hearing when the plan is already fixed – but during the ongoing creation of the plan, when most plan components are at the maximum pitch of flexibility.”
Andrès Duany, Foreword, The Charrette Handbook
Community Planning Events may be initiated by any individual or organisation. Once the idea has taken root there are various organisational models but most fit within a standard structure (shown on facing page).
PRINCIPLES
• Existing participation mechanisms should be built on but a new single-minded organisational mechanism should be created for the event.
• Ultimate responsibility for hosting the event should be taken by a single organisation but this will often be on behalf of a partnership of relevant interests, usually formalised as a Steering Group. The Host may appoint an experienced Organiser.
• A Team of independent specialists should be appointed to take responsibility for facilitating the event and making recommendations afterwards. Team members may be from a regular consultancy or be individually handpicked. They may be paid or be volunteers.*
• The Team Chairperson should be carefully selected. He or she may wish to work with a core group with previous experience of working together. During the event, the Team Chairperson should be in sole charge.
TIPS
• Invite non-independent specialists (eg local planners and community leaders) to participate as Advisors rather than Team members. Otherwise the validity of the recommendations may be jeopardised.
Support bodies
National facilitator
Charles Zucker, employed for many years by the American Institute of Architects to help communities organise Community Planning Events
“In many ways, the process has transformed the way that Americans shape community development policies and take those actions that most directly affect their community’s growth or change.”
American Institute of Architects
Community Planning Events often benefit from being supported by a national or regional organisation. Some organisations, particularly in the United States, have institutionalised their support into recognisable programmes.
Support bodies can provide:
PRINCIPLES
• Advice on the most suitable type of event based on experience.
• Stimulation of interest by provision of briefing material and speakers.
• Validation of the event which can be invaluable in overcoming scepticism at local level.
• Assistance with practicalities such as Team selection (by maintaining databases of talent) or Team briefing.
• Organisation of anything from an initial meeting to an entire event.
• Momentum ensuring that follow-up takes place.
TIPS
• Support bodies are in a good position to promote good practice by negotiating certain standards as the price of their involvement. The standards will vary from one organisation to another.
• Support bodies can play a vital role in developing new approaches by proactively encouraging and even organising pilot events and pilot programmes. But make sure there are resources to document and disseminate the results or it will be a wasted effort
See page 94 for details of some support bodies.
Types of Support Body
• Professional groups
Institutes of architecture, planning or urban design for instance. Some have a special unit for Community Planning Events with a coordinator and committee (called ‘Oversight Committee’ in the USA)
• Universities and colleges
Some have a special unit. More likely to be a sporadic activity of a Department such as Architecture or Planning
• Local government
Can be part of the work of a planning or other department
• Regeneration agencies
As part of the work of a development trust or other special agency
• Consultancies
Support may be provided by private consultants who have developed the expertise in house
• Partnerships of agencies
A special unit may be established by a group of organisations, particularly at regional level
Requirements
Before getting involved in a local event, most support agencies will want the following information from the event’s proposers:
□ Nature of the proposers
□ Brief description of community
□ Statement of current problems and background
□ Objectives of proposed event
□ Budget estimates
□ Statement of commitment from local sponsors
□ Letters of support for the concept from various sections of the community
□ Statement of commitment from the promoters to follow up the event
□ Any helpful photos or other illustrative material
□ ...................................
□ ...................................
□ ...................................
Funding
Value for money
Tower block demolition. Community Planning Events may appear expensive at first sight, but the cost of getting the planning process wrong can be astronomical
“The process demonstrated that urban planning and design issues can be clarified and defined in a very short period of time and involve extensive and direct community participation. With continuing fine-tuning and staff resource support, it is possible to move this programme from its pilot status and incorporate it formally into the City’s planning processes.”
Kenneth Topping Director of Planning Los Angeles
Community Planning Events can be designed for a range of budgets. But insufficient funds for the type of event you decide on can lead to a failure to generate the critical mass of energy necessary for success. Establishing realistic budgets and securing enough money – or support in kind – is therefore very important.
PRINCIPLES
• Funding should come from as many sources as possible. This encourages commitment to a partnership approach from the start and avoids charges of vested interest. If single source funding is inevitable, the need for a validating body will be greater.
• There are many opportunities for securing financial sponsorship and support in kind, particularly if the event is high-profile and enthusiastically supported by the community.
TIPS
• Think twice before doing an event ‘on the cheap’. It is most likely to lead to bitterness and recrimination. It is better to have a shorter, well-funded event than a longer, badly funded one. Always allocate funding for follow-up.
• If you find it hard to get enough funding and support, try holding a 1-day event first with a view to generating interest in a longer one later.
• To avoid resentment and/or manipulation, be clear and honest about what is being paid for and what is not.
Event Costs
Checklist for preparing rough budget estimates
| Budget heading | Assumptions | £/$ |
| □ Evaluation visit (travel, expenses) | ........................ | ................. |
| □ Reconnaissance by Chairperson (travel, expenses) | ........................ | ................. |
| □ Transport (Team members) | ........................ | ................. |
| □ Accommodation (Team members and organisers) | ........................ | ................. |
| □ Venues (rent and insurance) | ........................ | ................. |
| □ Organisers/administration | ........................ | ................. |
| □ Facilitators’ fees | ........................ | ................. |
| □ Team members’ fees | ........................ | ................. |
| □ Equipment hire and technical support | ........................ | ................. |
| □ Publicity, advertising, stationery | ........................ | ................. |
| □ Catering (Team meals plus snacks for all) | ........................ | ................. |
| □ Car/van/bus rental | ........................ | ................. |
| □ Secretarial (word processing) | ........................ | ................. |
| □ Report printing | ........................ | ................. |
| □ Follow-up (team revisit, publicity) | ........................ | ................. |
| □ Sundries (supplies, telephone) and contingency | ........................ | ................. |
| ................................... | ........................ | ................. |
| ................................... | ........................ | ................. |
| ................................... | ........................ | ................. |
| Totals | ................. |
Funding Sources
□ Local and central government
□ Local and national businesses
□ Local and national charities and NGOs
□ Developers and landowners
□ Development agencies
□ Community groups
□ Arts funding bodies
□ Professional institutes
□ ..........................
□ ..........................
Support-in-kind Ideas
| □ Hoteliers | Rooms |
| □ Printers | Printing |
| □ Consultants | Admin |
| □ Property owners | Premises |
| □ Colleges | Students |
| □ Businesses | Meals |
| □ Bus companies | Transport |
| □ Local press | Advertising |
| □ Residents | Lodgings |
| □ ........... | ........... |
Setting the stage
Banners help people to orientate themselves and provide a useful backdrop for photographs
Note
* It used to be common practice, particularly in America, for Team members to receive expenses only and to agree not to accept commissions arising from their recommendations. But the process is increasingly becoming part of standard professional work practice with Team members being paid fees accordingly. Both approaches have their strengths. The important thing is to have clear and open policies.