The Community Planning Handbook

“This publication is a major step towards a betterunderstanding of the processes whereby people can learnfrom each other in helping to determine better planning forour future built environments. It brings together experiencethat exists in Britain with international experience fromacross the globe. The layout brings a new standard of designexcellence to the art of communication in this field. I highlyrecommend it as a practical tool for communities and theiractivists. It has a truly international perspective.”

Michael Parkes, Expert on Urban Policy to the EuropeanCommission, Directorate General Development,

Brussels, Belgium

“The clear and concise copy as well as the very appealinggraphic formatting of the material make this an excellenthandbook which will be useful to so many different users inso many ways.”

Tony Costello, Professor of Architecture, Ball State University, USA

“Community planning is set to become part of themainstream planning process. Whether you are a developer,a planning professional or an active member of yourcommunity, The Community Planning Handbook will be aninvaluable guide in helping you choose and plan theparticipatory events and structures to meet your needs.”

John Thompson, architect and community planner

“I like it and I like the format. It should be a useful tool in the toolbox.”

Simon Croxton, International Institute for Environment and Development

“An excellent book and well worth while.”Rod Hackney, community architect

“Comprehensive and useful.”Sonia Khan, Freeform Arts Trust

“A really useful document – I like the approach, layout and methodology.”

Babar Mumtaz, Development Planning Unit, London

Advance praise forThe CommunityPlanningHandbook

CPH pages i-21 10/7/06 12:41 Page i

"A graphically pleasing publication in simple language thatwill get across effectively to communities, empowering themin the new ‘dharma’ – demand-driven planning and decisionmaking through a participatory process."

Vinay D. Lall, Director, Society for Development Studies, New Delhi, India

“An excellent book that will have a host of valuableapplications – with sufficient detail for practitioners,researchers, planners and policy makers. It is an importantand timely contribution.”

Jules Pretty, Director, Centre for Environment and Society,University of Essex

“A very impressive piece of work. The Community PlanningHandbook should be very useful to all sorts of peopleworking in this area. It's informative, clear andstraightforward.”

John Twigg, University College London

“Great layout, and helpful to lots of people and groups.”Jack Sidener, Professor of Architecture,

Chinese University of Hong Kong

“Very useful indeed.”Patrick Wakely, Professor of Urban Development,

University College London

“Absolutely brilliant.”Margaret Wilkinson, Community Development Fieldworker,

Neighbourhood Initiatives Foundation

“Very useful in giving me the confidence to try somethingnew – I recommend it highly.”

Jez Hall, Manchester Community Technical Aid Centre

“It's excellent.”Michael Hebbert, Professor of Town Planning,

University of Manchester

CPH pages i-21 10/7/06 12:41 Page ii

“If you want to know how the shoe fits, ask theperson who is wearing it, not the one who made it.”

THE COMMUNITYPLANNINGHANDBOOK

CPH pages i-21 10/7/06 12:41 Page iii

CPH pages i-21 10/7/06 12:41 Page iv

THE COMMUNITYPLANNINGHANDBOOKHow people can shape their

cities, towns and villages

in any part of the world

Compiled and edited by

Nick Wates

Designed by

Jeremy Brook

Published in association with

The Urban Design Group

The Prince’s Foundation

South Bank University, London

With the generous support of

Department of the Environment, Transport

and the Regions, England

Department for International Development, UK

European Commission Humanitarian Office

CPH pages i-21 10/7/06 12:41 Page v

COMMUNITY PLANNING HANDBOOK

The Community Planning HandbookHow people can shape their cities, towns andvillages in any part of the world.

Compiler and Editor: Nick Wates.Design and production: Jeremy Brook, Graphic Ideas, Hastings.Cover design: Declan Buckley.Advisory Group: Roger Bellers, John Billingham,Roger Evans, Nick Hall, Birgit Laue, Arnold Linden,Jenneth Parker, David Lunts, Michael Mutter,Renate Ruether-Greaves, Jon Rowland, Ros Tennyson, John Thompson, John F C Turner.

First published in the UK in 2000 by Earthscan

Reprinted 2006

See www.communityplanning.net for updates

Copyright © Nick Wates, 2000.

All rights reserved.

A catalogue record for this book is available fromthe British Library.

ISBN-13: 978-1-85383-654-1ISBN-10: 1-85383-654-0

Published in association with: The Urban Design Group; The Prince’s Foundation; South Bank University, London.

With the generous support of: Department of the Environment, Transport andthe Regions, England; Department for International Development, UK;European Commission Humanitarian Office.

Printed and bound in Malta by Gutenberg Press.

Individual pages may be freely copied for use forcommunity planning activity providing the sourceis visible on all copies.

This document is an output from a projectpartially funded by the UK Department forInternational Development (DFID) for the benefitof developing countries. The views expressed arenot necessarily those of the DFID or any of theother supporting organisations.

This book is printed on elemental chlorine free paper.

Freestanding quotations are from interviews bythe editor unless otherwise indicated.

Cover photographs: Mapping in Yellamanchilli, Adrapradesh, India, 1996Design workshop in Berlin, Germany, 1996Design fest in Hong Kong, 1998Architecture centre in London, UK, 1999

Frontispiece: Design workshops at a planning weekend inLiverpool, UK, 1997

For a full list of Earthscan publications pleasecontact:

Earthscan8-12 Camden High StreetLondon NW1 0JH, UKTel: +44 (0)20 7387 8558Fax: +44 (0)20 7387 8998Email: [email protected]

Earthscan publishes in association with theInternational Institute for Environment andDevelopment.

CPH pages i-21 10/7/06 12:41 Page vi

“I know of no safe depository of the ultimatepowers of society, but the people themselves;and if we think them not enlightened enoughto exercise their control with a wholesomediscretion, the remedy is not take it fromthem, but to inform their discretion.”

Thomas Jefferson, architect andPresident of the United States, 1820Letter to William Charles Jarvis

“When dwellers control the major decisionsand are free to make their own contributionto the design, construction or managementof their housing, both the process and theenvironment produced stimulate individualand social well-being.”

John F C Turner, Freedom to Build, 1972

“Public participation should be anindispensable element in humansettlements, especially in planning strategiesand in their formulation, implementationand management; it should influence alllevels of government in the decision-makingprocess to further the political and economicgrowth of human settlements.”

Delegate communiqué, United NationsHabitat 1 conference, Vancouver, 1976

“The professionals need to consult the usersof their buildings more closely. The inhabitantshave the local knowledge: they must not bedespised. People are not there to be plannedfor; they are to be worked with… Theremust be one golden rule – we all need to beinvolved together – planning and architectureare much too important to be left to theprofessionals.”

HRH The Prince of Wales, A Vision of Britain, 1989

“Community designers draw out of peopletheir heroic insights and find ways toimplement them.”

Richard Meier, Architect, Community Design Primer, 1990

“When people feel they ‘belong’ to aneighbourhood which is theirs through theirown efforts, then it will become a placewhich is worth struggling to retain anddevelop. People will safeguard what theyhave helped to create.”

Lord Scarman and Tony Gibson, The Guardian, 11 December 1991

“Environmental issues are best handled withthe participation of all concerned citizens, atthe relevant level. At the national level, eachindividual shall have appropriate access toinformation... and the opportunity toparticipate in decision making processes.States shall facilitate and encourage publicawareness and participation by makinginformation widely available.”

United Nations Rio Declaration, Principle 10, 1992

“Community planning is a vehicle throughwhich we can hope to re-engage peoplewith their community and with society.”

Charmian Marshall, Campaign Director,Urban Villages Forum, 1993

“Community involvement has been shownto make a positive contribution to planningand development processes. At its best,community involvement can enable:processes to be speeded up; resources to beused more effectively; product quality and

CPH pages i-21 10/7/06 12:41 Page vii

feelings of local ownership to improve;added value to emerge; confidence andskills to increase – for all; conflicts to bemore readily resolved.”

Department of the Environment England,Summary of planning researchprogramme, 1994

“Design participation is the best education acommunity can get. The people here havebeen involved down to the last nail andscrew. People round here know more aboutarchitecture than anywhere else in thecountry! It’s helped us to get what we wantand to get it right.”

Tony McGann, Chair, Eldonian Community-based Housing Association, Liverpool,Building homes people want, 1994

“Putting cities back on the political agendais now fundamental. What’s needed isgreater emphasis on citizens’ participation incity design and planning. We must putcommunal objectives centre-stage.”

Sir Richard Rogers, Architect,Reith Lecture, 1995

“This is a good time to be alive as adevelopment professional. For we seem tobe in the middle of a quiet but hugelyexciting revolution in learning and action.”

Robert Chambers, Whose Realitycounts?, 1997

“Experience shows that success depends oncommunities themselves having the powerand taking the responsibility to make thingsbetter. A new approach is long overdue. Ithas to be comprehensive, long-term andfounded on what works.”

Tony Blair, Prime Minister, BringingBritain Together; a national strategy forNeighbourhood Renewal, 1998

“Community planning gave us theopportunity to work alongside the powersthat be, have our say and feel, for the firsttime, that we were really being listened to.Residents now feel much more connectedwith decision-making and things are reallybeginning to improve around here.”

Sydoney Massop, Resident, South ActonEstate, Ealing, UK, 1999

“Community participation lies right at theheart of sustainable development. Sustainablecommunities will take different forms fromplace to place, but one thing that none ofthem will be able to do without is a broadand deep level of participation.”

Action Towards Local Sustainability,website introduction, 1999

CPH pages i-21 10/7/06 12:41 Page viii

ContentsIntroduction 2

Why get involved? 4Getting started 6Book format 8

General principles A–Z 11

Methods A–Z 23

Scenarios A–Z 131

Appendices 165Useful formats 166Useful checklists 172Glossary A–Z 181Publications and film A–Z 203Contacts A–Z 209

Credits 218

Photocredits 220

Feedback 221

Index 225

CPH pages i-21 10/7/06 12:41 Page 1

All over the world there is increasing demandfrom all sides for more local involvement in theplanning and management of the environment.

It is widely recognised that this is the only waythat people will get the surroundings they want.And it is now seen as the best way of ensuringthat communities become safer, stronger,wealthier and more sustainable.

But how should it be done? How can local people– wherever they live – best involve themselves inthe complexities of architecture, planning andurban design? How can professionals best buildon local knowledge and resources?

Over the past few decades, a wide range ofmethods has been pioneered in differentcountries. They include new ways of peopleinteracting, new types of event, new types oforganisation, new services and new supportframeworks.

This handbook provides an overview of thesenew methods of community planning for the firsttime in one volume. It is written for everyoneconcerned with the built environment. Jargon isavoided and material is presented in a universallyapplicable, how-to-do-it style. Whether you are aresident wanting to improve the place where youlive, a policy maker interested in improvinggeneral practice, or a development professionalworking on a specific project, you should quicklybe able to find what you need.

The methods described here can each be effectivein their own right. But it is when they are

Introduction

2 THE COMMUNITY PLANNING HANDBOOK

CPH pages i-21 10/7/06 12:41 Page 2

3THE COMMUNITY PLANNING HANDBOOK

INTRODUCTION

3

combined together creatively that communityplanning becomes a truly powerful force forpositive and sustainable change. Just a few of themany possibilities are featured in the scenariossection towards the end of the book.

In years to come it is possible to imagine thatevery human settlement will have its ownarchitecture centre and neighbourhood planningoffices; that all development professionals will beequipped to organise ideas competitions andplanning weekends; that everyone will haveaccess to planning aid and feasibility funds; thatall architecture schools will have urban designstudios helping surrounding communities; andthat everyone will be familiar with designworkshops, mapping, participatory editing,interactive displays and other methods describedin this book.

When that happens, there will be more chance ofbeing able to create and maintain builtenvironments that satisfy both individual andcommunity needs, and that are enjoyable to liveand work in.

In the meantime the art of community planning isevolving rapidly. Methods continue to be refinedand new ones invented. There is a growingnetwork of experienced practitioners. Thishandbook will hopefully help with the evolutionof community planning by allowing people tobenefit from the experience gained so far and byfacilitating international exchange of goodpractice.

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Why get involved?

When people are involved in shaping their localsurroundings, the benefits can include:

1 Additional resourcesGovernments rarely have sufficient means to solveall the problems in an area. Local people can bringadditional resources which are often essential iftheir needs are to be met and dreams fulfilled.

2 Better decisionsLocal people are invariably the best source ofknowledge and wisdom about their surroundings.Better decision-making results if this is harnessed.

3 Building communityThe process of working together and achievingthings together creates a sense of community.

4 Compliance with legislationCommunity involvement is often, and increasingly,a statutory requirement.

5 Democratic credibilityCommunity involvement in planning accords withpeople’s right to participate in decisions that affecttheir lives. It is an important part of the trendtowards democratisation of all aspects of society.

6 Easier fundraisingMany grant-making organisations prefer, or evenrequire, community involvement to have occurredbefore handing out financial assistance.

7 EmpowermentInvolvement builds local people’s confidence,capabilities, skills and ability to co-operate. Thisenables them to tackle other challenges, bothindividually and collectively.

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WHY GET INVOLVED

8 More appropriate resultsDesign solutions are more likely to be in tune withwhat is needed and wanted. Involvement allowsproposals to be tested and refined before adoption,resulting in better use of resources.

9 Professional educationWorking closely with local people helpsprofessionals gain a greater insight into thecommunities they seek to serve. So they work moreeffectively and produce better results.

10 Responsive environmentThe environment can more easily be constantlytuned and refined to cater for people’s changingrequirements.

11 Satisfying public demandPeople want to be involved in shaping theirenvironment and mostly seem to enjoy it.

12 Speedier developmentPeople gain a better understanding of the optionsrealistically available and are likely to start thinkingpositively rather than negatively. Time-wastingconflicts can often be avoided.

13 SustainabilityPeople feel more attached to an environment theyhave helped create. They will therefore manageand maintain it better, reducing the likelihood ofvandalism, neglect and subsequent need for costlyreplacement.

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How do you get started with community planning? How do you decide which methods to use, andwhen? How do you design an overall strategygeared to your own circumstances?

The approach adopted will be different for everycommunity. There is rarely a quick fix or blueprint.Each place needs to carefully devise its owncommunity planning strategy to suit local conditionsand needs.

But there are principles, methods and scenarios whichappear to be universally relevant, and can be drawn onfor inspiration and guidance. These are set out in thishandbook. They are based on pioneering projects andexperience from many countries over the past fewdecades.

It is unlikely that you will be able to draw up acomplete strategy at the outset. Flexibility is important,in any case, to be able to respond to new circumstancesand opportunities. But planning a provisional overallstrategy is a useful discipline so that everyoneunderstands the context in which the chosen methodsare being used and the purpose of each stage.

First, define the goal or purpose. Then devise a strategyto achieve it. Try doing some or all of the following:

• Look through the General principles A–Z (pp11–21)to understand the basic philosophy of communityplanning;

• Skim through the Methods A–Z (pp23–129) to get afeel for the range of options available;

Getting started

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GETTING STARTED

• Scan the Scenarios A–Z (pp131–163) to see if thereare any which relate to your own context or provideinspiration;

• Sketch out a scenario for your own situation (similarto those in the Scenarios A–Z);

• Complete your own strategy planner (p166), actionplanning event planner (p168) or progress monitor(p170);

• Think through who might be involved (see checklist,p174);

• Produce an itemised budget and allocateresponsibilities;

• Organise a Process Planning Session similar to thatin the Methods A–Z (p106).

Once you have done this you should be in a position toassess the options available and resources required.You may be working to a fixed budget with knowncontributors, in which case your options are limited.More likely, securing financial and other support willbe part of the process. Raising funding may not beeasy, but organisations of all kinds are increasinglyprepared to contribute as they begin to see howcommunity planning activity can benefit thecommunities they are located in, or are responsible for.And there is a great deal that can be achieved byobtaining ‘support in kind’; help and assistance in non-financial terms.

And so the adventure begins…

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C METHODS

Community planning forum

Community planning forums are open,multipurpose events lasting several hours. The three-stage format is designed to secureinformation, generate ideas and createinteraction between interest groups with aminimum of advance planning.

� Community planning forums can be organised atany time but are particularly useful at an early stagein a participation or development process.

� Forums can be organised by any interested partyand can be organised at short notice.

� The format combines interactive displays, an openforum, workshop groups and informal networking.

� Key ingredients are a leaflet advertising the event, ameans of distributing it, a venue and a facilitator.

✎ Keep the atmosphere informal to get best results. Goodrefreshments worthwhile.

✎ Particularly useful events for students engaged in urban designprojects because they do not necessarily need to relate to any‘real’ development timetable or be organised by local people.They can be organised by anyone at any time (though they willnormally work better if locals assist).

✎ Getting students to organise the format themselves can be highlyeducational, particularly if linked with a process planning session(☞ Process planning session). Providing a framework may behelpful (ie arranging publicity and venue in advance).

$ Main costs: Venue hire; advertising leaflet production.

Sample advertising leaflet.Key components: Slogansummarising overall purpose;venue; time; date; statement ofimmediate objectives andperhaps some backgroundinformation; map of area withvenue marked; name oforganisers.

S

HELP PLAN THE FUTURE OF MONROE

THE MONROE SOCIETYINVITES YOU TO A

COMMUNITYPLANNING FORUM

ON MONROE’S OPEN SPACES

AT BOLLING HOUSE, 211 EAST STREET5.00PM THURSDAY 8 AUGUST 1996

ALL WELCOMEGIVE US YOUR IDEAS FOR IMPROVING

THIS NEIGHBOURHOOD

“It was a very effective formula.It allowed us, as a group, tofind out what the inhabitantsexpected of their place for thefuture. And it didn’t imposetoo much on people’s time. Infact I think everyone had a veryenjoyable evening.” Laura DotsonInterior designerStudent organiser of acommunity planning forum atRichmond, Virginia, USA, 1996.

88 THE COMMUNITY PLANNING HANDBOOK8

Book format

On the next few pages someGeneral principles are set out.These are mostly universal andapply to any communityplanning activity. As with mostmaterial in the book they arelisted in alphabetical order foreasy reference.

The Methods A–Z covers aselection of methods forhelping people get involved inphysical planning and design.Each is summarised on adouble-page spread in enoughdetail for you to understandhow it works and decidewhether to pursue it further.Information provided is shownon the right. A list of methodscovered is on page 23.

The Scenarios A–Z shows howa number of methods can becombined in an overall strategy.A range of scenarios coversome common developmentsituations. The format used isshown top right. A list ofscenarios covered is on page 131.

In the appendices, theGlossary A–Z explains commonterms. It includes limitedinformation on methods notcovered in the Methods A–Zand provides cross-references.

Sources of further informationare in the Publications andfilm A–Z and Contacts A–Z.Useful formats and Usefulchecklists contain documentswhich may save you time.

Finally, the Feedback sectionmakes it easy for you to tell usabout how to make futureeditions of this book better.

Method title

TipsHelpful hints

Inspiration andinsightQuotes fromparticipants orinteresting facts

PurposeThe method’smain use andstrengths

Sample documentsFliers, posters,newspaper cuttings

$ CostsComment onresources needed

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SCENARIOS I

Rejuvenation of a deprived inner city area dominated byblocks of local authority flats and lacking amenities.

Inner cityregeneration

Tenant management organisation formedAuthority hands over management of flats totenants. Tenants appoint community architect.

Housing estate improvement programmeScheme developed using Planning for Real☞p100 and choice catalogues ☞p36.

New housingDesigned and built by a local housing associationafter a planning day ☞p98.

Open space projectsDevised by special projects committee usingdesign games ☞p48.

Community arts and young people’s projectsUsing arts workshops ☞p30 and projects in schools.

Neighbourhood planning office opened ☞p84For tenant committees and consultants.

months0

3

6

9

12

15

18

21

24

27

30

33

36

39

42

45

48

51

54

57

60

63

66

69

72

75

78

81

84

87

90

93

96

99

�

�

�

�

�

�

Action planning event ☞p24To take stock and produce a strategy for futureaction. With outsider and local design assistanceteam members. Lasting several days.

MasterplanDrawn up by development partnership and localdevelopment trust ☞p52.

Review session ☞p110.

�

�


CMETHODSM

Open forum Debate in a horseshoe arrangement following awarm-up interactive display and before dividingup into workshop groups.

entrance

displays displays

seating around model or plan

workshop tables

workshop tables

Ideal layout in a large hall

Sample CommunityPlanning Forum Format

1 Interactive displaysAs people arrive they are guided towards avariety of interactive displays where theyare encouraged to make comments usingPost-its, marker pens or stickers(☞ Interactive display). General minglingand discussion. Refreshments. (45 mins)

2 Open forumPeople are seated in a horseshoe shape,perhaps with model, plan or drawing on atable in the centre. Introductions byorganisers. Feed back on interactivedisplays by pre-warned rapporteurs. Opendebate chaired by organiser. (45 mins)

3 Workshop groupsPeople are divided into groups and workaround tables on various topics/areas,either pre-selected or agreed during theopen forum. (45 mins)

4 NetworkingInformal mingling and discussion.Refreshments. (45 mins)

5 Feedback (optional) Reports from workshop groups to plenary.(Or separate presentation session later.)

Total running time: 3 hours minimumIdeal numbers 30 – 150

Key roles at a planning forum � Chairperson for open forum

� Facilitator/stage manager

� Hosts as people arrive

� Photographer

� Reporters for each interactive display

� Workshop and forum recorders

� Workshop facilitators

H

☞ Methods: Elevation montage. Interactivedisplay. Table scheme display. Task force.Scenarios: Community centre. Villagerevival.

� Richard John

FURTHER INFORMATION

“

99THE COMMUNITY PLANNING HANDBOOK 9

r FeaturesThe method’s maincharacteristics

Sample formats Timetables, procedures,forms, other detailedinformation

LayoutsRoom layouts,physicalarrangements

ImagesExplanatory photosfrom case studies.Locations are identifiedon page 220

Where to find more details

Method or scenario pageswith related information

” Publication or film title.Refer to pages 203–208for further details

b Contact organisation.Refer to pages 209–217for further details

9 Contributors to this page.Special thanks

ChecklistsRoles, equipment lists,things to remember

Scenario layoutPossible strategy for aparticular developmentsituation

Timescale Roughtiming ofactivities

ActivitiesSequenceand briefdescription

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Project stages

Initiate v

Community

initiates action

alone

Authorities

& community

jointly initiate

action

Authorities

initiate action

after

consulting

community

Authorities

initiate action

Plan v

Community

plans alone

Authorities

& community

jointly plan

and design

Authorities

plan after

consulting

community

Authorities

plan and

design alone

Implement v

Community

implements

alone

Authorities

& community

jointly

implement

Authorities

implement

with

community

consultation

Authorities

implement

alone

Maintain v

Community

maintains

alone

Authorities

& community

jointly

maintain

Authorities

maintain with

community

consultation

Authorities

maintain alone

Self HelpCommunity

control

PartnershipShared working

and decision-

making

ConsultationAuthorities ask

community for

opinions

InformationOne way flow

of information

Public relationsLev

el

of

com

mu

nit

yin

vo

lve

me

nt

Participation matrixA simple illustration of how different levels of participation are appropriateat different stages of a project. Most community planning operates in theshaded areas. Any party may initiate action but the crucial ingredient isjoint planning and design, shown in the dark square. Implementation andmaintenance will either be carried out jointly or by the authorities afterconsulting the community. (‘Ladder of Participation’ in the Glossary.)

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General principles A–ZWhatever community planning approach you choose, there aregeneral principles which apply to most situations. This sectionsummarises some of the most important. Adopt and adapt asappropriate.

Accept different agendas 12

Accept limitations 12

Accept varied commitment 12

Agree rules and boundaries 12

Avoid jargon 13

Be honest 13

Be transparent 13

Be visionary yet realistic 13

Build local capacity 13

Communicate 14

Encourage collaboration 14

Flexibility 14

Focus on attitudes 14

Follow up 14

Go at the right pace 14

Go for it 15

Have fun 15

Human scale 15

Involve all those affected 15

Involve all sections of community 16

Learn from others 16

Local ownership of the process 16

Maintain momentum 16

Mixture of methods 17

Now is the right time 17

Personal initiative 17

Plan your own process carefully 17

Plan for the local context 17

Prepare properly 17

Process as important as product 18

Professional enablers 18

Quality not quantity 18

Record and document 18

Respect cultural context 18

Respect local knowledge 19

Shared control 19

Spend money 19

Think on your feet 19

Train 20

Trust in others’ honesty 20

Use experts appropriately 20

Use facilitators 20

Use local talent 20

Use outsiders, but carefully 21

Visualise 21

Walk before you run 21

Work on location 21

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PRINCIPLESA

Accept different agendasPeople will want to be involved for a variety of reasons,for instance: academic enquiry, altruism, curiosity, fearof change, financial gain, neighbourliness, professionalduty, protection of interests, socialising. This need notbe a problem but it helps to be aware of people’sdifferent agendas.

Accept limitationsNo community planning activity can solve all theworld’s problems. But that is not a reason for holdingback. Limited practical improvements will almostalways result, and community planning activity canoften act as a catalyst for more fundamental change.

Accept varied commitmentFar too much energy is wasted complaining thatcertain people do not participate when the opportunityis provided. All of us could spend our lives many timesover working to improve the local environment.Everyone has their own priorities in life and theseshould be respected. If people do not participate it islikely to be because they are happy to let others get onwith it, they are busy with things which are moreimportant to them or the process has not been madesufficiently interesting.

Agree rules and boundariesThere should be a common understanding by all maininterest groups of the approach adopted. Particularly incommunities where there is fear – for instance thatothers may be trying to gain territorial advantage – it isvital that the rules and boundaries are clearlyunderstood and agreed.

Be visionary yet realisticAs the proverb says: ‘Wherethere is no vision, the peopleperish’.

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PRINCIPLES B

Avoid jargon Use plain language. Jargon prevents people fromengaging and is usually a smokescreen to hideincompetence, ignorance or arrogance.

Be honestBe open and straightforward about the nature of anyactivity. People will generally participate moreenthusiastically if they know that something can beachieved through their participation (eg if there is abudget for a capital project). But they may be quiteprepared to participate ‘at risk’ providing they knowthe odds. If there is only a small chance of positivechange as a result of people participating, say so.Avoid hidden agendas.

Be transparentThe objectives and people’s roles should be clear andtransparent at events. For instance, it may seem trivialbut the importance of name badges to prevent eventsbeing the preserve of the ‘in-crowd’ can never bestressed enough.

Be visionary yet realisticNothing much is likely to be achieved without raisingexpectations. Yet dwelling entirely on the utopian canbe frustrating. Strike a balance between settingvisionary utopian goals and being realistic about thepractical options available.

Build local capacityLong-term community sustainability depends ondeveloping human and social capital. Take everyopportunity to develop local skills and capacity. Involvelocal people in surveying their own situation, runningtheir own programmes and managing local assets.

Build local capacityEmploying residents toorganise community planningactivity is invariably worthwhile.

JOBVACANCY

Project worker4 months part-time

To coordinatecommunity planning

event in June

Applications from localresidents especially

welcome

Details from: PO Box 5Anytown 2246987

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PRINCIPLESC

CommunicateUse all available media to let people know what youare doing and how they can get involved. Communitynewspapers or broadsheets in particular are invaluable.

Encourage collaborationCreate partnerships wherever possible between thevarious interest groups involved and with potentialcontributors such as financial institutions.

FlexibilityBe prepared to modify processes as circumstancesdictate. Avoid inflexible methods and strategies.

Focus on attitudes Behaviour and attitude are just as, if not more,important than methods. Encourage self-criticalawareness, handing over control, personalresponsibility and sharing.

Follow upLack of follow-up is the most common failing, usuallydue to a failure to plan and budget for it. Make sureyou set aside time and resources for documenting,publicising and acting on the results of any communityplanning initiative.

Go at the right paceRushing can lead to problems. On the other hand,without deadlines things can drift. Using experiencedexternal advisors may speed up the process but oftenat the expense of developing local capacity. Get thebalance right.

CommunicateLet people know what you aredoing and how they can getinvolved.

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PRINCIPLES I

Go for itThis is the phrase used most by people who haveexperienced community planning when asked whattheir advice would be to others. You are bound tohave doubts, it is usually a leap in the dark. But youare unlikely to regret taking the plunge.

Have funGetting involved in creating and managing theenvironment should not be a chore. It can be a greatopportunity to meet people and have fun. The mostinteresting and sustainable environments have beenproduced where people have enjoyed creating them.Community planning requires humour. Use cartoons,jokes and games whenever possible.

Human scaleWork in communities of a manageable scale. This isusually where people at least recognise each other.Where possible, break up larger areas into a series ofsmaller ones.

Involve all those affectedCommunity planning works best if all parties arecommitted to it. Involve all the main interested partiesas early as possible, preferably in the planning of theprocess. Activities in which key players (such aslandowners or planners) sit on the sidelines are all toocommon and rarely achieve their objectives completely.Time spent winning over cynics before you start is wellworthwhile. If there are people or groups who cannotbe convinced at the outset, keep them informed andgive them the option of joining in later on.

Have funPlanning your environment canbe enjoyable. Communityplanning in the Philippines(top) and in the UK (bottom).

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PRINCIPLESI

Involve all sections of the communityPeople of different ages, gender, backgrounds andcultures almost invariably have different perspectives.Ensure that a full spectrum of the community isinvolved. This is usually far more important thaninvolving large numbers.

Learn from othersThere is no need to re-invent the wheel. One of thebest sources of information is people who have done itbefore. Don’t think you know it all. No one does. Beopen to new approaches. Get in touch with peoplefrom elsewhere who have relevant experience. Go andvisit them and see their projects; seeing is believing.Do not be afraid of experienced ‘consultants’ butchoose and brief them carefully.

Local ownership of the processThe community planning process should be ‘owned’by local people. Even though consultants or nationalorganisations may be providing advice and takingresponsibility for certain activities, the local communityshould take responsibility for the overall process.

Maintain momentumRegularly monitor progress to ensure that initiatives arebuilt on and objectives achieved. Developmentprocesses are invariably lengthy, the participationprocess needs to stay the course. If there has to be abreak, start again from where you left off, not fromthe beginning. Periodic review sessions can be veryvaluable to maintain momentum and communityinvolvement.

Involve all sections of thecommunityNon-literate women draw asystems diagram, Pakistan(top). Children present ideasfor the future of theircommunity, UK (bottom).

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PRINCIPLES P

Mixture of methodsUse a variety of involvement methods as differentpeople will want to take part in different ways. Forinstance, some will be happy to write letters, otherswill prefer to make comments at an exhibition or takepart in workshop sessions.

Now is the right timeThe best time to start involving people is at thebeginning of any programme. The earlier the better.But if programmes have already begun, participationshould be introduced as soon as possible. Start now.

Personal initiativeVirtually all community planning initiatives havehappened only because an individual has taken theinitiative. Don’t wait for others. That individual couldbe you!

Plan your own process carefullyCareful planning of the process is vital. Avoid rushinginto any one approach. Look at alternatives. Design aprocess to suit the circumstances. This may well involvecombining a range of methods or devising new ones.

Plan for the local contextDevelop unique strategies for each neighbourhood.Understand local characteristics and vernaculartraditions and use them as a starting point forplanning. Encourage regional and local diversity.

Prepare properlyThe most successful activities are invariably those onwhich sufficient time and effort have been given topreliminary organisation and engaging those who maybe interested.

Learn from othersSeeing is believing. Group offarmers visit a farm whereinnovation is taking place,Honduras (top). Group ofresidents visit a housingscheme before designing theirown new homes, UK (bottom).

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PRINCIPLESP

Process as important as productThe way that things are done is often as important asthe end result. But remember that the aim isimplementation. Participation is important but is notan end in itself.

Professional enablersProfessionals and administrators should see themselvesas enablers, helping local people achieve their goals,rather than as providers of services and solutions.

Quality not quantityThere is no such thing as a perfect participationprocess. The search for one is healthy only if this fact isaccepted. Generally, the maximum participation by themaximum number of people is worth aiming at. Butany participation is better than none and the quality ofparticipation is more important than the numbersinvolved. A well organised event for a small number ofpeople can often be more fruitful than a less wellorganised event for larger numbers.

Record and documentMake sure participation activities are properly recordedand documented so that it can be clearly seen who hasbeen involved and how. Easily forgotten, such recordscan be invaluable at a later stage.

Respect cultural contextMake sure that your approach is suitable for thecultural context in which you are working. Considerlocal attitudes to gender, informal livelihoods, socialgroupings, speaking out in public and so on.

Record and document So easily forgotten.

Attendance:

Exhibition of plans

Monday 27 May 2000

Name Organisation Contact Comments(if any) details

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PRINCIPLES T

Respect local knowledge All people, whether literate or not, whether rich orpoor, whether children, women or men, have aremarkable understanding of their surroundings andare capable of analysing and assessing their situation,often better than trained professionals. Respect localperceptions, choices and abilities and involve localpeople in setting goals and strategies.

Shared controlThe extent of public participation in any activity canvary from very little to a great deal. Different levels areappropriate at different stages of the planning processbut shared control at the planning and design stage isthe crucial ingredient (participation matrix, page 10).

Spend moneyEffective participation processes take time and energy.There are methods to suit a range of budgets andmuch can be achieved using only people’s time andenergy. But over-tight budgets usually lead to cuttingcorners and poor results. Remember that communityplanning is an important activity, the success or failureof which may have dramatic implications for futuregenerations as well as your own resources. The costsof building the wrong thing in the wrong place can beastronomical and make the cost of proper communityplanning pale into insignificance. Budget generously.

Think on your feetOnce the basic principles and language of participatoryplanning are understood, experienced practitioners willfind it easy to improvise. Avoid feeling constrained byrules or guidance (such as this handbook)!

Spend moneyDemolition of perfectly soundbuildings because people donot want them; an all toofrequent occurrence. The costof failing to involve peopleproperly in planning anddesign can be astronomical.

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PRINCIPLEST

TrainTraining is invaluable at all levels. Encourage visits toother projects and attendance on courses. Build intraining to all your activities.

Trust in others’ honestyStart from a position of trusting others and generallythis will be reciprocated. Lack of trust is usually due tolack of information.

Use experts appropriatelyThe best results emerge when local people workclosely and intensively with experts from all thenecessary disciplines. Creating and managing theenvironment is very complicated and requires a varietyof expertise and experience to do it well. Do not beafraid of expertise, embrace it. But avoid dependencyon, or hijacking by, professionals. Keep control local.Use experts ‘little and often’ to allow local participantstime to develop capability, even if it means theysometimes make mistakes.

Use facilitatorsOrchestrating group activities is a real skill. Withoutgood facilitation the most articulate and powerful maydominate. Particularly if large numbers of people areinvolved, ensure that the person (or people) directingevents has good facilitation skills. If not, hire someonewho has.

Use local talentMake use of local skills and professionalism within thecommunity before supplementing them with outsideassistance. This will help develop capability within thecommunity and help achieve long-term sustainability.

Visualise Venn diagram of villageinstitutions, Sri Lanka (above).Before and after of proposedchanges to a public square,Czech Republic (below).

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PRINCIPLES W

Use outsiders, but carefullyA central principle of community planning is that localpeople know best. But outsiders, if well briefed, canprovide a fresh perspective which can be invigorating.Getting the right balance between locals and outsidersis important; avoid locals feeling swamped orintimidated by ‘foreigners’.

VisualisePeople can participate far more effectively ifinformation is presented visually rather than in words,A great deal of poor development, and hostility togood development, is due to people notunderstanding what it will look like. Use graphics,maps, illustrations, cartoons, drawings,photomontages and models wherever possible. Andmake the process itself visible by using flipcharts, Post-it notes, coloured dots and banners.

Walk before you runDeveloping a participatory culture takes time. Start byusing simple participation methods and work up tousing more complex ones as experience andconfidence grow.

Work on locationWherever possible, base community planning activitiesphysically in the area being planned. This makes itmuch easier for everyone to bridge the gap fromconcept to reality.

Work on locationVillage improvementconsultations, Kenya (top).Community garden designworkshop, UK (bottom).

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CPH pages 22-43 10/7/06 12:46 Page 22


People’s wall at a design fest,Hong Kong, 1998

Action planning event 24

Activity week 26

Architecture centre 28

Art workshop 30

Award scheme 32

Briefing workshop 34

Choice catalogue 36

Community design centre 38

Community planning forum 40

Community profiling 42

Design assistance team 44

Design fest 46

Design game 48

Design workshop 50

Development trust 52

Diagrams 54

Electronic map 56

Elevation montage 58

Environment shop 60

Feasibility fund 62

Field workshop 64

Future search conference 66

Gaming 68

Ideas competition 70

Interactive display 72

Local design statement 74

Mapping 76

Microplanning workshop 78

Mobile unit 80

Models 82

Neighbourhood planning office 84

Newspaper supplement 86

Open house event 88

Open space workshop 90

Participatory editing 92

Photo survey 94

Planning aid scheme 96

Planning day 98

Planning for Real 100

Planning weekend 102

Prioritising 104

Process planning session 106

Reconnaissance trip 108

Review session 110

Risk assessment 112

Road show 114

Simulation 116

Street stall 118

Table scheme display 120

Task force 122

Urban design studio 124

User group 126

Video soapbox 128

Methods A–ZA selection of the most effective methods for helping people toget involved in physical planning and design.

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A METHODS

Action planning event

Action planning events allow people toproduce plans of action at carefully structuredsessions at which all those affected workcreatively together. They can be used at anystage of the development process and providean alternative to reliance on bureaucraticplanning.

r The nature of the action planning event is decidedon and agreed by the main parties involved. Thereare many common types (see left) and the scope forinventing new formats is unlimited. Events may lastfor an afternoon, a weekend, a week or a month.

r Preparation takes place including arrangingtimetables, venues, publicity, equipment, technicalsupport, background information.

r The event is held, often assisted by a facilitator orteam of facilitators from elsewhere. Proposals foraction result.

r The event is followed up to ensure that proposalsare put into action.

Careful planning and preparation are essential. Try and get somedocumented research and preliminary consultation input fromkey interested parties prior to an event. The creative burst isalways part of – albeit a key part of – a longer process.

Imaginative timetabling is crucial. Try linking up with otheractivities such as local festivals, anniversaries, conferences, etc.

$ Costs vary immensely from virtually nothing to tens of thousandsof dollars. There is usually an event suited to most budgets, andscope for securing support in kind from interested parties.

You are invited to an

ACTION

PLANNING DAY

CommunityPlanning Forum

DESIGN FEST

Design Workshop

FUTURE SEARCH

CONFERENCE

MicroplanningWorkshop

OPEN SPACE

WORKSHOP

Planning for RealSession

PLANNING

WEEKEND

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AMETHODS

Methods: Community planning forum.Design fest. Design workshop. Futuresearch conference. Microplanningworkshop. Open space workshop.Planning day. Planning for Real. Planningweekend. Roadshow. Task force.Scenarios: Inner city regeneration. Localneighbourhood initiative.

” Action Planning. Plan for Action.

FURTHER INFORMATION

Action planning eventtimetable structureCommon for many events, regardless of length.

1 IntroductionTours, briefings, icebreakers, launch.

2 Problems/IssuesWorkshops, plenaries, individual and group working.

3 Solutions/OptionsWorkshops, plenaries, design sessions,individual and group working.

4 Synthesis/AnalysisIndividual and group working.

5 ProductionReport writing, photo selection, drawing, model-making.

6 PresentationSlide show, film, public meeting,symposium.

Working togetherLocal residents, business people, professionals,officials and politicians all work creatively togetherfor an intensive period. Conventional boundariestend to break down, releasing spirit, humour,imagination, positive thinking and collectivecreativity. Photos such as this are often taken tocelebrate this energy.

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A METHODS

Activity week

Activity weeks are a way of focusing energyand attention on the local environment andinitiatives to improve it. They are particularlyeffective if they become an annual event andeven more so if part of a national programme.

r A programme of events and activities is producedon a suitable theme. One week is a good length formaking an impact but it can be longer or shorter.

r Organisations and individuals are invited to organiseactivities and events during the week and havethem advertised in the programme.

r The programme is promoted by a coordinating bodywhich may be a partnership, preferably includinglocal media.

Organising a first activity week will take a lot of effort. Onceestablished as an annual event, they become relatively easy toorganise as participating organisations know what is expected ofthem. The main coordinating task then involves compiling theprogramme.

Make sure the programme is produced well in advance andwidely publicised. Get it printed in the local paper in full,preferably as a pull-out.

It helps if national organisations can provide an overall frameworkand get local organisations to co-ordinate local programmes.

If you have an event longer than a week (one month, one year),make sure you have the stamina to maintain the momentum.

$ Core costs: printing programme, co-ordination (several personweeks), launch event. Costs of individual activities should becovered by participating organisations. Plenty of scope forsecuring sponsorship.

Public focusLocal newspaper promotes an‘Environment Week’programme. Other commonthemes are ‘ArchitectureWeek’, ‘Urban Design Week’,‘Preservation Week’.

Fact: Over half a million piecesof publicity were printed by theCivic Trust for ‘EnvironmentWeek 1991’ which included350,000 leaflets, 50,000 ideasfor action booklets, 250,000badges, 40,000 windowstickers, 65,000 posters, 500balloons and 100 banners.Over 3,000 events were heldthroughout the UK. Interviewswere screened on 13 nationalTV programmes and at least2,200 items published innewspapers.

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AMETHODS

Activity week activities

5 Award ceremonyFor most imaginative local project, groupor individual.

5 CompetitionFor best kept gardens or shopfronts, bestimprovement ideas, best kids' drawings, etc.

5 ExhibitionExhibitions on week theme by localbusinesses, voluntary groups, artists, etc.

5 Guided tourAround area of interest. Or forbirdwatching, looking at wild flowers, etc.

5 Launch receptionPre-week gathering for organisers,exhibitors, sponsors, the media, etc.

5 Lecture or film showOn subject of interest.

5 Litter-pickHelp clear up an eyesore. Bags provided.

5 Open dayFor projects, organisations, professionaloffices, etc.

5 Open building or gardenSee round fine local buildings or gardens.

5 Opening ceremony Formal event for press, dignatories, etc.

5 PartyEnd of week celebration for organisers, etc.

5 Project opening or launchUnveil a plaque for a recently completedproject or launch a new initiative.

5 Public meetingOn a theme of current interest, inauguralmeeting of new group, new initiative, etc.

5 Reception or ‘coffee morning’Refreshments with a relevant theme.

5 Self build projectCreate a garden, build a play structure, diga ditch, paint a mural, clear a pond, etc.

5 Street partyClear out the cars for an evening.

5 Workshop, Forum, Symposium, DebateOn relevant subjects.

Plus normal festival activities: facepainting,music, dancing, juggling, theatre, poetryreadings, sculptures, races, and lots more.

Sample programme formatKey ingredients: Theme; dates; timetable ofactivities; map with location of activities; credits;further info contact. A way of suggesting ideasfor next year’s programme could also be added.

Scenario: Urban conservation.

b Civic Trust (Environment Week).Royal Institute of British Architects(Architecture Week). Urban DesignGroup (Urban Design Week).

FURTHER INFORMATION

ANYTOWN URBAN DESIGN WEEK

2 to 9 April 2004

Making places work betterCo-ordinated by Anytown Urban ForumSponsored by Viz Inc and The Herald

Day Time Event details Organiser

Mon 2.30 Town Centre Walk. Planning Dept.See the latest plans with the City Planner. Meet in Town Square.

All day Exhibition. Competition entries Old Town Trustfor Broadway. At Space Gallery.

18.00 Prize giving and party. The HeraldFor Broadway competition. At Space Gallery

Tues 10.00 Rubbish clearance. Downs Park. Down residentsSacks and refreshments provided.

12.00 etc etc

ON ALL WEEK

Open House See how the Duke Street project office works, 7 Duke Street, 10.00 to 17.00

Gardening Help Love Lane residents create a community garden on the derelict sidings land. Toolsprovided. 11.00 to 18.00 daily.

Further information: 446488

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A METHODS

Architecture centre

Architecture centres are places set up to helppeople understand, and engage in, the designof local buildings and the built environment.They can become focal points for localenvironmental initiatives and a shop windowand meeting place for all those involved inshaping the future of their surroundings.

r A suitable building is found with space forexhibitions, seminars, and social activities. It willnormally be a building of architectural or historicinterest.

r Permanent and temporary exhibits are mountedrelating to the local built environment.

r A programme of activities is organised designed tostimulate interest, start initiatives and provideeducational experiences for young people.

Lots of space is needed in order to be able to house models andexhibits.

Centres need time to generate momentum. At least a three-yearset up timetable is advisable.

Centres can be themed depending on the needs of the locality. Ahistoric area might be better off calling it a ‘Conservation Centre’or ‘Heritage Centre’ and focusing the exhibits and activitiesaccordingly. Where the emphasis is entirely on education, itmight be called an ‘Urban Studies Centre’.

Centres can be set up by local authorities, education institutes orlocal amenity societies. They are likely to work best if they areindependent, perhaps starting off as a partnership venture.

$ Main costs: building and running costs, staff, exhibits. Scope forsponsorship from the building industry and educational grants.

“You just want to reach outand touch and play with all thedisplays. I never knew buildingscould be so exciting.”Janet Ullman, resident,London, on Hackney BuildingExploratory, London, 1998.

“The number of visitors we’vehad in our first two years –30,000 – shows there is a realpublic demand for what wehave to offer.”Sasha Lubetkin, Director,Bristol Architecture Centre, ‘98.

“These organisations are thekey to greater public participationand access to the wider debateson architecture and relatedsocial and political issues.”Marjorie Allthorpe-GuytonDirector of Visual Arts, ArtsCouncil of England, Report, ‘99.

Any TownArchitectureCentre• improving understanding

• involving communities

• raising standards

• helping communication

Bookshop • Competitions

Debates • Development

proposals Digital models •

Exhibitions Evening classes •

Films • Initiatives • Lectures •

Library Models • Publishing

Seminars Talks • Tours • Trails

Visits • Workshops

School parties welcome

Cafe & Bar

Open 10am to 10pm daily

Sample promotional poster

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AMETHODS

Architecture centreexhibit ideas

5 Aerial photo. Of local area (people loveaerial photos of where they live).

5 Building date maps. Showing what wasbuilt when.

5 Building models and plans.For typical or interesting local buildings.

5 Conservation map. Showing location ofhistoric buildings and landscapes.

5 Construction models. Models ofvernacular building methods, brick bonds,window details, etc.

5 Development proposals and ideas.Drawings and models of proposed newconstruction in the local area withcomment facilities.

5 Electronic or digital map.Computer terminal (p 56).

5 Geological model. Showing rock strata.‘What is beneath your home?’

5 Historical maps. Showing developmentof the area, war damage, etc.

5 House-type photos. ‘Put a sticker on thehouse you would most like to live in’(distinguish between adults, children, visitors).

5 Local area map. ‘Stick in a pin to showwhere you live.’

5 Local area model. Accurate and detailedor conceptual (see photo right).

5 Neighbourhood jigsaw. Lift up piecesbased on district boundaries to revealstreet plans, transport links, sewagesystems, etc.

5 Site models. Block models of a range ofdifferent styles of development in the area.‘Guess which is which?’

5 Space photo. The view from a satellite.Good crowd puller.

5 Technical services. Displays showing howthings work; plumbing, insulation, electrics.

5 Tracing paper ideas. ‘Sketch your ideason overlays of maps or drawings’.

5 World map. Stick in pins to show whereyour parents come from.

5 ..............................................................................................................................

Methods: Community design centre.Environment shop. Scenarios: Newneighbourhood. Regenerationinfrastructure. Urban conservation.

b Architecture Centres Network. HackneyBuilding Exploratory.

9 Polly Hudson. Barry Shaw.

FURTHER INFORMATION

Bringing the built environment aliveDiscussion takes place around a model of thelocal area built from recycled materials over 6months by 350 school children.

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A METHODS

Art workshop

Art workshops allow local people to help designand construct artworks to improve theirenvironment. This can be an end in itself orpart of a wider regeneration effort. Communityarts projects are particularly useful for helpingpeople express their creativity and developskills, a sense of identity and community pride.

r Ideas are generated by local people working closelywith community artists and sculptors in studioworkshop sessions. People of all ages, backgroundsand abilities can be involved.

r Architects, landscape designers and other technicalexperts ensure that the designs are buildable.

r The community chooses which of the designoptions generated should be built, usually throughsome form of voting at an exhibition.

r The artworks are manufactured and installed, oftenwith the assistance of local residents.

r A celebration is held to mark completion.

Good way of involving people in development who might not beattracted by more conventional consultation methods. Can breakdown social barriers and help communities form a common vision.

Finding artists willing and able to work with community groups isessential. Providing leadership without dominating is a vital skill.

$ Can be relatively expensive in professional input and projectcosts. Needs to be seen as a cultural and educational initiative aswell as a way of achieving environmental improvements. In thisway costs can be partially covered by education or otherbudgets. Using recycled or scrap materials can reduce costs.

“Community arts was a way ofcommunicating more easilyand excitingly and to get realideas from people.”Waheed Saleem, Chair,Caldmore-Palfrey YouthForum, Walsall, UKFree Form Update, 1998.

Community artStreet lights designed by localresidents with communityartists.

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AMETHODS

DesigningSchool children work with artists in studioworkshops developing designs for a pavementmosaic using poster paints, cardboard andscissors.

MakingThe mosaic is made by local people with noprevious experience under the supervision ofartists and architects.

CelebrationLocal people celebrate an attractive improvementto the street scene which has been designed andmade with their help. In contrast to muchcorporate artworks, such initiatives provide avisible sign of local communities’ participation inthe environment and can help create placeswhich are successful, safe and respected.

Scenarios: Derelict site re-use.Environmental art project. Inner cityregeneration.

b Free Form Arts Trust. Candid Arts Trust.

9 Sonia Kahn.

FURTHER INFORMATION

Community arts opportunities

5 Bicycle paths5 Bridge decoration5 Community gardens and parks5 Fountains5 Murals5 Paving 5 Play areas5 Railings and gateways5 School buildings5 Sculptures and statues5 Street lighting5 ..............................................................

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A METHODS

Award scheme

Award schemes provide a way to stimulateactivity and spread good practice at a local,national or even international level. They canbe set up by any organisation from a localcommunity group to an international agency.

r The organisers establish the purpose of the schemeand assemble partners and sponsors.

r An entry form is drafted setting out the themes,categories (if any), entry criteria, judging procedureand prizes and the scheme is widely publicised toattract entries.

r Entries are judged and an award ceremony is heldto focus publicity on the winning entry and thethemes behind the awards.

r Procedures are refined and the awards held on aregular, often annual, basis.

Financial incentives are not usually necessary. People will enterfor the prestige. But a good plaque or framed certificate whichcan be publicly displayed will be highly valued.

High profile patrons are very helpful in attracting entries andgetting publicity. eg Royalty or local mayor.

Use schemes to develop a catalogue of case studies forinformation exchange.

Judging can be highly educational. Have as many judges aspossible and get them to visit short-listed schemes. Such visitscan be valuable for both the judges and local projects.

$ Local schemes: few costs involved. National schemes can becomplex and involve considerable administration. The moresuccessful they become, the more administration is required toensure fairness and impartiality. Great scope for sponsorship.

“The awards are an upliftingexperience. They raise thespirits of those of us who arefortunate enough to be short-listed. They raise the horizonsof those who miss out this timebut look on and think ‘wecould do that’ and have a cracknext time. And they raise theprofile of our kind of workamongst a much wideraudience than we might everotherwise hope to address.”David Robinson, Director,Community Links, LondonAcceptance speech, 1.3.94.

“All over the country there areremarkable groups of peopleworking incredibly hard tomake a real difference to theircommunities. The whole objectof these awards is to rewardand recognise all these unsungheroes.”HRH The Prince of Wales,Chairman, UK CommunityEnterprise Awards, 1995

Do you know of acommunityplanning projectworthy of anaward?

Entry forms from:Community Planning Awards PO Box 7, Anytown

Organised by Environment AgencySponsored by Glass Ltd, Big Landand Grassroots Foundation

Closing date for entries: 7 May 2002

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AMETHODS

Anytown Shopfront

awardpresented to

by

dated

An annual award for the bestshopfront improvements in

Anytown.

Sponsored by the Anytown Trust andAnytown Chamber of Commerce

Local award certificate

NationalcommunityenterpriseawardCategory Community buildings

presented to

by

dated

An annual award for the mostenterprising and sustainablecommunity projects in Anycountry.

Patrons: Princess Mary, Sir John Knevitt.Organised by the Housing Institute andPlanners Network. Sponsored by Glass Ltd,Big Land and Grassroots Foundation.

National award certificate

Scenarios: Regeneration infrastructure.Urban conservation.

b Business in the Community.

FURTHER INFORMATION

Sample judging criteriaFor community projects5 Need or value

The project’s value to the community forwhich it is designed.

5 Community involvementThe quality of community involvement inthe project’s initiation and development.

5 DesignThe appropriateness of the design solutionadopted.

5 SustainabilityThe ability for the project to be maintainedover time.

Spreading the wordSecuring an award, or even just being consideredfor an award, can generate publicity for a projectwhich can help with funding and other support.

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B METHODS

Briefing workshop

Briefing workshops are simple, easy-to-organiseworking sessions held to establish a projectagenda or brief. Simultaneously they can:• introduce people to the project;• help establish the key issues;• get people involved and motivated;• identify useful talent and experience;• identify the next steps needed.They are useful at the start of a project or actionplanning event and can act as a public launch.

r Potential users of the project are invited to attend aworkshop, usually lasting around 1.5 hours. Similarworkshops may be held with different interestgroups (eg: staff, leaders, young people, etc) or ondifferent topics (eg: housing, jobs, open space, etc).

r The workshop is facilitated by one or moreindividuals who will have planned a format to suitthe context (example, right).

r A record is kept of those who attend, the pointsmade and key issues identified.

r People’s contributions are unattributable unlessagreed otherwise.

If people find it hard to get started, say “Just write down the firstthing that comes into your head, however big or small.”

The record should ideally include typing up all Post-it notes andflip-chart sheets as well as key points from all debate.

Follow up by circulating a summary to all participants.

$ Core costs: Facilitator’s fees; venue hire; typing up workshopnotes (allow one person day per workshop).

Main steps1 Individual brainstorm on

Post-it notes or cards; 2 Categorising in small groups

sitting round a table or onthe floor;

3 Presenting the results;4 General discussion and

planning the next steps.

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BMETHODS

Briefing workshop formatSample covering most contexts.

1 IntroductionPurpose of event explained by facilitator.Everyone introduces themselves andexplains briefly their interest. Notetakerand flipcharter identified. (15 mins)

2 Individual brainstormEveryone is given Post-it notes or cards of3 different colours and asked to writedown their responses, in relation to anygiven topic, to 3 questions:

Each Post-it note should contain only oneresponse. A limit can be set for thenumber of responses per person to makethe total manageable. Symbols can beused if people are illiterate. (15 mins)

3 CategorisingPeople divide into three sub-groups. Eachsub-group categorises Post-its of onecolour by arranging them on large sheetsof paper and making headings. Graphicscan be added if helpful. (20 mins)

4 PresentingEach sub-group explains its findings to thewhole group. (20mins)

5 DiscussionOn the results and next stage in theprocess. Strategic recommendations andimmediate action identified. (20 mins)

If the workshop is part of a larger actionplanning event, a report back will then bemade to a plenary session.

Running time: 1.5 hours.Ideal numbers: 9 – 24. With largernumbers, split up into more subgroups forcategorising or have a facilitating teamdoing the categorising (see right).

Briefing workshop props5 Attendance sheets5 Banners with workshop title5 Display material, eg maps, photos, plans5 Flip-chart (or paper on wall) 5 Felt-tip markers (or chalk) 5 Pens or pencils5 Post-it notes (or small pieces of paper or

card) in three colours5 Tape (or drawing pins or Blu-tack)

Facilitated categorisingA team of facilitators (who may be volunteers)read out responses one by one and place them incategories on wall sheets. An alternative to theprocedure outlined left, useful when there arelarge numbers.

Method: Design workshop.Scenarios: Community centre. Housingdevelopment.

FURTHER INFORMATION

What is wrong?

How can ithappen?

What is your dream?

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C METHODS

Choice catalogues

Choice catalogues provide a way to makedesign choices within a predeterminedstructure. They are particularly useful forhelping people understand the range ofoptions available and provide a way formaking choices where large numbers ofpeople are involved.

r Choice catalogues can be used to make designchoices at a range of levels; from housing layouts tosanitary fittings.

r Options available are worked out by the experts inconsultation with a small group of residents.

r The options are presented in the form of a simplemenu made as visual as possible, using photographsor simple sketches. Choices can be costed using asimple points system if necessary.

r People make choices based on the catalogue. Thismay be done individually or in groups usingworkshop procedures.

Makes it possible to give residents of large housingdevelopments individual choice, particularly using computers tolog people’s selections.

Can be used as a way of generally finding out people’s attitudesto design issues as well as for making specific selection.

$ Dependant on scale of consultation. Main costs: graphics;printing; distribution. If well managed and planned at an earlystage, providing choice on large housing schemes need not addto overall capital costs. Indeed savings can be made by avoidingthe provision of items that some people do not want.

Fixtures and fittings optionsCatalogues used by futureoccupants of a large housingdevelopment. Standard choicescan be made which have noreal cost effect. Residents canchoose up to 400 points-worthof other items.

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CMETHODS

What room arrangementdo you want?Instructions

1 Select the options you prefer.2 Fill in the points score and add up.3 Revise until the total score is less than 41

OR3 The cost of your home will be roughly the

number of points multiplied by $..,......

Scenario: Housing development.

” Building Homes People Want. Participatory Design.

b North Carolina State University.Wilkinson Hindle Hallsall Lloyd.

9 Bill Hallsall. Henry Sanoff.

FURTHER INFORMATION

Uses for choice menus 5 Bathroom fittings

5 Front entrance

5 House image

5 House type

5 Light fittings

5 Room layout

5 Security equipment

Room layout optionsChoice menu for selecting alternative room layouts.

House image optionsChoice menu format for use by future residents ofa housing scheme in a group. Useful for briefingan architect. Images are selected which reflectlocally available options.

What would you like yourhousing to look like?

Instructions1 Select the images you like most and least.2 Discuss your selection in a group.3 Make a group decision on the group’s

most and least liked images.

181a 201b 221c

102a 62b 42c

83a 63b

54a 34b

35

26

Options Score1a Living/dining & kitchen 661b Living & dining/kitchen 661c Living & dining & kitchen 662a Large children’s bedroom/play area 662b Large children’s bedroom 62c Small children’s bedroom 63a Large parents’ bedroom 63b Small parents’ bedroom 64a Bathroom 64b Half bathroom 65 Storage room 66 Greenhouse 6Total 66

2 0

4

65

3

3 8

CPH pages 22-43 10/7/06 12:46 Page 37


C METHODS

Community designcentre

Community design centres are places wherecommunities can get affordable technical helpto plan and manage their environment. Theyare the environmental equivalent of healthcentres and are invaluable for helping localpeople design and implement environmentalprojects, particularly in poor communities.

r Community design centres are staffed by peoplewith a range of the technical skills needed forenvironmental management. They are also knownas ‘community technical aid centres’.

r Centres provide services to local voluntary groups –and sometimes individuals – covering all aspects ofenvironmental management. Services will normallybe free unless groups are able to afford to pay forthem or fees can be built into capital project bids.

r Centres will normally be independent charitableagencies funded by governments, local authorities,universities, charities or private sponsors. Sometimesthey are controlled by the groups to whom theyprovide services. Independent consultants may alsoprovide the same service, subsidised by other work.

Securing funding is a constant headache. Centres are most likelyto be sustainable if they carry out fee earning work as well asproviding free services.

$ Dependent on the number of paid staff and cost of premises. Forinstance a well equipped centre with 5 full-time technical staffcould cost US$200,000 per annum. A centre run by volunteersor secondees using free accommodation could cost very little.

Are you• a community organisation?• a tenants’ association?• a residents’ association?• an ethnic organisation?• a women’s group?

Do you want to• Clear up an eyesore?• Build a community hall?• Build a women’s refuge?• Develop a play area?• Landscape a derelict site?

We can provide• Architects• Planners• Surveyors• Ecologists• Project management• Help with fundraising

and constitutions• Publications and videos

ContactAnytown CommunityTechnical Aid Centre01234 666444

A free service to communitygroups funded by AnytownCity Council, Ministry forEnvironment and Jet plc

“What makes the communityarchitect different from thetraditional architect is that he’savailable, he’s there – sevendays a week, twenty-four hoursa day to feel the vibration andpulse of the community. Thearchitect’s presence on site isessential. That very presence iswealth – not just for the architectbut for the whole community.”Rod Hackney, Communityarchitect Architects Journal, 20.2.1985.

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CMETHODS

Methods: Environment shop.Neighbourhood planning office. Urbandesign studio. Scenarios: Derelict site re-use. Regeneration infrastructure. Shantysettlement. Urban conservation.

b Association for Community Design.Association of Community Technical Aid.

FURTHER INFORMATION

Community designcentre services Customise to satisfy local needs.

5 Action planning5 Art and graphics5 Community arts5 Competition management5 Construction work supervision5 Design of buildings and landscape5 Employment generation5 Feasibility studies; buildings and landscape5 Fundraising5 Maintenance of buildings and landscape5 Organisation formation and development5 Planning advice and advocacy5 Plant nursery development and maintenance5 Property management and development5 Rectifying building defects5 Strategic planning 5 Training in environmental management

and design5 ...............................................................

Technical expertiseA community-based nerve centre providing skillsand experience on environmental management.

Organisation chart for a community design centremanaged by a committee of representatives ofgroups that use it and funders.

voluntary groups

managementcommittee

of voluntary groupand funder

representatives

funding

link with national support

association

serv

ices

v c

Staffarchitect

ecologist, engineerlandscape designer

administratorfundraiser

x

serv

ices services

x x

CPH pages 22-43 10/7/06 12:46 Page 39


C METHODS

Community planning forum

Community planning forums are open,multipurpose events lasting several hours. The three-stage format is designed to secureinformation, generate ideas and createinteraction between interest groups with aminimum of advance planning.

r Community planning forums can be organised atany time but are particularly useful at an early stagein a participation or development process.

r Forums can be organised by any interested partyand can be organised at short notice.

r The format combines interactive displays, an openforum, workshop groups and informal networking.

r Key ingredients are a leaflet advertising the event, ameans of distributing it, a venue and a facilitator.

Keep the atmosphere informal to get best results. Goodrefreshments worthwhile.

Particularly useful events for students engaged in urban designprojects because they do not necessarily need to relate to any‘real’ development timetable or be organised by local people.They can be organised by anyone at any time (though they willnormally work better if locals assist).

Getting students to organise the format themselves can be highlyeducational, particularly if linked with a process planning session(Process planning session). Providing a framework may behelpful (ie arranging publicity and venue in advance).

$ Main costs: Venue hire; advertising leaflet production.

Sample advertising leaflet.Key components: Slogansummarising overall purpose;venue; time; date; statement ofimmediate objectives andperhaps some backgroundinformation; map of area withvenue marked; name oforganisers.

HELP PLAN THE FUTURE OF MONROE

THE MONROE SOCIETYINVITES YOU TO A

COMMUNITYPLANNING FORUM

ON MONROE’S OPEN SPACES

AT BOLLING HOUSE, 211 EAST STREET5.00PM THURSDAY 8 AUGUST 1996

ALL WELCOMEGIVE US YOUR IDEAS FOR IMPROVING

THIS NEIGHBOURHOOD

“It was a very effective formula.It allowed us, as a group, tofind out what the inhabitantsexpected of their place for thefuture. And it didn’t imposetoo much on people’s time. Infact I think everyone had a veryenjoyable evening.” Laura DotsonInterior designerStudent organiser of acommunity planning forum atRichmond, Virginia, USA, 1996.

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CMETHODS

Open forum Debate in a horseshoe arrangement following awarm-up interactive display and before dividingup into workshop groups.

entrance

displays displays

seating around model or plan

workshop tables

workshop tables

Ideal layout in a large hall

Sample CommunityPlanning Forum Format

1 Interactive displaysAs people arrive they are guided towards avariety of interactive displays where theyare encouraged to make comments usingPost-its, marker pens or stickers(Interactive display). General minglingand discussion. Refreshments. (45 mins)

2 Open forumPeople are seated in a horseshoe shape,perhaps with model, plan or drawing on atable in the centre. Introductions byorganisers. Feed back on interactivedisplays by pre-warned rapporteurs. Opendebate chaired by organiser. (45 mins)

3 Workshop groupsPeople are divided into groups and workaround tables on various topics/areas,either pre-selected or agreed during theopen forum. (45 mins)

4 NetworkingInformal mingling and discussion.Refreshments. (45 mins)

5 Feedback (optional) Reports from workshop groups to plenary.(Or separate presentation session later.)

Total running time: 3 hours minimumIdeal numbers 30 – 150

Key roles at a planning forum 5 Chairperson for open forum

5 Facilitator/stage manager

5 Hosts as people arrive

5 Photographer

5 Reporters for each interactive display

5 Workshop and forum recorders

5 Workshop facilitators

Methods: Elevation montage. Interactivedisplay. Table scheme display. Task force.Scenarios: Community centre. Villagerevival.

9 Richard John

FURTHER INFORMATION

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C METHODS

Community profiling

Community profiling involves building up apicture of the nature, needs and resources of acommunity with the active participation ofthat community. It is a useful first stage in anycommunity planning process to establish acontext which is widely agreed.

r A range of methods are used to enable thecommunity to develop an understanding of itself.

r The methods combine group working and groupinteraction techniques with data collection andpresentation techniques.

.r The focus is on methods which are visual in order to

generate interest and make the process accessibleto the illiterate and those unused to verbalcommunication.

r The results are in the public realm. Reports includeas many of the words, writings and pictures of localpeople as possible.

Good facilitation is particularly important to avoid manipulatedor simply poor results. A strategy is often needed to preventdomination by the more powerful or aggressive. Facilitatorsshould listen and learn at all times. Even when relaxing, insightsinto local dynamics can be gained.

Closer attention and differing sessions may be needed to obtainthe views of women and any under-represented groups.

Informal observation is a powerful source of information on localdynamics.

$ Cost effective compared with conventional analysis by outsideconsultants. Main cost: facilitators’ fees.

Taking stockGovernment officials analysinginformation gained from thecommunity analysing itselfusing a variety of profilingmethods.

“The benefit of using thismethod is the diverse numberof people who can worktogether and still achieve anoutcome which involveseveryone.“Pat Jefferson, Carlisle CityCouncilTidelines newsletter, SolwayFirth Partnership, 1997.

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CMETHODS

Community profilingmethods

5 Activity chart. Plotting people’s activitieseach day, or each week. Useful forunderstanding divisions of labour, roles andresponsibilities in a community.

5 Building survey. Recording the state ofrepair of buildings.

5 External relationship profiling.Examining the roles and impact of externalorganisations.

5 Gender workshop. Separate sessions forwomen (or sometimes men) to analysetheir situation, needs and priorities.

5 Historical profile. Identifying and listingkey events, beliefs and trends in acommunity’s past and their importance forthe present.

5 Household livelihood analysis.Comparing sources of income and supportwith expenditure patterns and looking atcoping strategies for times of hardship.

5 Informal walk. Walking in a groupwithout a definite route, stopping to chatand discuss issues as they arise.(Reconnaissance trip)

5 Mapping. Making maps showing variouscharacteristics, eg resources. (Mapping)

Methods: Diagrams. Gaming. Mapping.Reconnaissance trip. Simulation.Scenarios: Community centre. Villagerevival.

” Participatory Learning & Action. 4B.

9 Roger Bellers. Nick Hall.

FURTHER INFORMATION

5 Organisation review. Review of existinggroups and organisations to assess theirroles, membership, plans and potential.

5 Personal history. Recording detailed oralaccounts of individuals’ lives, perhapsasking them to emphasise specific issues.

5 Problem tree. Analysing the inter-relationships among community issues andproblems using a graphic based on a tree.(Glossary, and illustration, below)

5 Role play. Adopting the role of others andacting out scenarios. (Gaming)

5 Seasonal calendar. Exploring changestaking place throughout the year, eg inwork patterns, production. (Diagrams)

5 Semi-structured interview.Conversational open discussion using achecklist of questions as a flexible guideinstead of a formal questionnaire. Differenttypes include; individual, group, focus group,and key informant. (Glossary)

5 Simulation. Acting out a real event oractivity in order to understand its effect.(Simulation)

5 Skills survey. Assessing skills and talent ina community. (Glossary, and p175)

5 Transect walk. Systematic walk throughan area to observe and record key features,for instance land use zones. (See alsoReconnaissance trip)

5 Well-being or wealth ranking. Assessinglevels of well-being of different householdsusing pile sorting. (Glossary)Malnutrition

Low income

Out-Migration

Erosion Deforestation

Earthquakes

Unequalland ownership

Low soilFertility Floods

Landslides

Problem tree Simple graphic used to analyse complex issues.

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A METHODSA

44

A METHODD

Design assistance team

Assistance teams comprise a number ofspecialists from a variety of relevant disciplineswho visit an area and take part in aparticipation process (for instance, a planningweekend). They are particularly useful forproviding a fresh and independent viewpoint.

r Assistance teams are invited in by local people oragencies and provided with a brief. This may besimply to listen and advise, or to act as facilitators.

r Teams will normally be multidisciplinary and be ledby a team chairperson.

r Team members are often paid expenses only, toensure independence. If they are paid a fee, thisneeds to be made clear.

r The team will usually prepare a report with theirrecommendations before leaving.

Good briefing beforehand is essential; on both content andprocess.

Strong leadership is vital to keep events moving forward. Giveteam members roles (see box, right) to focus people’s energy.

Get each team member to supply quotes (soundbites) andrecommendations to standard bullet point format, in 3categories: Background; issues; recommendations (to make surethey listen and provide evidence of their contribution).

Ensure that team members commit themselves to attending forthe whole event.

$ Main costs for team: Travel; accommodation; meals; film;equipment and supplies.

Teammembers’luggage

5 Camera.5 Clothes with lots of

pockets for camera,notebook, pens, etc.

5 Favourite drawing pens.5 Material for special

presentation if required.5 Pocket notebook.5 Useful general facts and

figures or illustrativematerial likely to berelevant.

5 ……………………5 ……………………

“We owe thanks to all our‘outsiders’. They were sofriendly from the start. It waslike one big happy family.”Local resident, Ore ValleyAction Planning Weekend,1997.

Independent expertiseTeam members discuss optionswith a local landowner.

CPH pages 44-71 10/7/06 12:52 Page 44


AMETHODS A

45

D

Team synthesis processSample process for drawing up proposalsafter public workshops or planning day.

1 Roles and responsibilities meetingTeam only. Determine tasks, reportstructure and division of roles.

2 Individual team working All workshops analysed to standard formatsummarising points made and identifyingkey themes. Proposals drawn up tostandard format (heading plus onesummary paragraph).

3 Team participatory editingText and graphics displayed on wall forcomment (using pens and Post-its).

4 General participatory editingNon team members return (eg localenthusiasts) to make comments.

5 Review sessionOpen workshop session to discuss anymajor omissions or controversial issues.

6 Final editing and productionTeam only

Total running time: 1 day

Methods: Participatory editing. Planningday. Planning weekend. Scenarios:Industrial heritage. Local neighbourhood.

” Action Planning. Creating a DesignAssistance Team for Your Community.

FURTHER INFORMATION

Expertise needed on design assistance teamChecklist of skills and professional backgrounds likely to be useful. Customise for each event.

5 Architecture 5 Journalism 5 Property development5 Community development 5 Landscape design 5 Sociology5 Ecology 5 Law 5 Urban design5 Economics and finance 5 Management 5 ..........................5 Historic preservation 5 Planning 5 ..........................

It helps if people are also good at writing, drawing, organising, analysing and working as a team.

Assistance team roles For large action planning events where theteam is facilitating and preparing a report.Several compatible roles may be taken by oneindividual. Not all roles will be needed in everyevent. Customise.

5 Contacts person. Keep names and phonenumbers of useful resource people.

5 Diplomats. Liaise between differentworkshops to create linkages.

5 Follow-up co-ordinator. Ensure follow-up takes place and publicise.

5 Photographer. Ensure key events arephotographed (slides and prints).

5 Report editor. Commission, gather andedit copy and illustrations.

5 Report subeditor. Subedit copy. Assisteditor.

5 Report production manager. Liaise withprinter and photo lab.

5 Slide show editor. Select slides forpresentation.

5 Sound recorder. Tape key sessions andindex tapes.

5 Stage manager. Co-ordinate pool ofpeople for errands etc.

5 Team chairperson. Provide leadership,orchestrate event, take responsibility.

5 Team facilitator. Keep roving eye ongroup dynamics, reporting back to teamchairperson.

5 Workshop facilitators. Steer workshopsessions (one per workshop).

5 Workshop note-takers. Prepare notes ofworkshops in format for final report.

5 ..................................................................

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A METHODSD

Design fest

Design fests produce creative concepts for thefuture of an area by getting multidisciplinarydesign teams to develop and present theirideas in public. They are a good way tostimulate debate and develop imaginativesolutions, particularly on controversial issues.

r Organisers decide on a theme that needs exploringand determine a brief. A specific, challenging sitewill normally be selected to focus creativity towardspractical solutions.

r Multidisciplinary design teams are selected andbriefed. The teams are likely to comprisearchitecture or planning students as well aspractising professionals from a range of disciplines.

r The teams hold an intensive design workshop (or‘charrette’) in public, coinciding with a publicexhibition on the theme. The public are encouragedto respond to the theme and the team’s ideas asthey emerge and to develop their own.

r A high profile public symposium is held immediatelyafter the workshops when the ideas generated arepresented and debated by a prominent panel.

r The results are published and widely distributed.

Ideally suited to being organised by university architecture andplanning schools. Students learn a lot by taking part in teams,organising exhibition material, doing surveys of the public andhelping the public to engage in design issues.

$ A well organised, high profile design fest could cost US$40,000.But there is a great deal of scope for securing sponsorship.

“As the Saturday nightdeadline drew near, the pacewas frenzied. Some drawingswere coloured by up to sixpeople at a time, models werebeing glued together, slidesbeing taken for presentation atthe Sunday symposium.”Designing Hong Kongreport poster, 1998.

Sample posterKey ingredients: Theme; logo;visual image; details ofactivities; organisers, sponsors;further information.

De

sig

nin

gA

nyt

ow

n ExhibitionPacific shopping centre

2-5 Jan 99 - 8 to 21hrs

WorkshopPacific shopping centre

4-5 Jan 99 - 10 to 21hrs

SymposiumOcean conference centre

6 Jan 1999

10.00 to 17.00

Organised by

Anytown University

Planning School and

Anytown Civic Society

Sponsors

Eagle Properties

Blue Island Cement

Chamber of Commerce

Enquiries

01234 976543

CPH pages 44-71 10/7/06 12:52 Page 46


AMETHODS D

Methods: Design workshop. Interactivedisplay.

b Chinese University of Hong Kong(Department of Architecture)

9 Jack Sidener

FURTHER INFORMATION

Designing in publicMultidisciplinary design teams develop ideas inthree small cubicles erected inside a largeshopping centre. Members of the public view theteams at work from the balconies above, exploreexhibition material and interactive displays pinnedto the outside of the screens, are interviewed byteam members and develop and pin up their ownideas in a fourth cubicle (shown left above). Theteams also have the use of a private resourceroom (not shown) with photocopying and otherfacilities. They are told to produce simple,straightforward and graphic presentation materialto capture the attention of the viewing public onthe balcony. The workshop may last for one orseveral days. Then, slides are made of thedrawings and all the ideas emerging arepresented and debated at a public symposium.

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A METHODSD

Design game

Design games are like jigsaw puzzles. They area highly visual way of allowing people toexplore physical design options for a site orinternal space. They are particularly useful fordesigning parks and room layouts and can alsobe used for land-use planning. They can beused in isolation or as part of a broaderparticipation process.

r A base map of a site or room is prepared.

r Cut-out pieces representing items that could beincorporated are made to the same scale. Materialsfor making pieces are kept at hand to allow newitems to be made as desired.

r Individuals or groups move pieces around until theyare happy with the design, which is thenphotographed.

r Layouts produced by different individuals or groupsare discussed and analysed as a basis for drawingup sketch designs and costings.

Cut-outs are normally simple two-dimensional, hand-drawnillustrations, using coloured felt-tip on cardboard. Three-dimensional cut-outs are even better but take more time.

Putting capital and revenue costings on pieces can make thedesign process more realistic.

Make sure the pieces are visually explanatory so thatphotographs of the designs will make sense. Exhibiting orpublishing photos of the designs of different groups can be auseful next step.

$ Depends on standard of design. Can be done very simply.

“The most vital aspect of ourapproach was the designgame: it was intended to be,and was, fun; this made it lessthreatening, and thus moreaccessible.... Playing the gameillustrated far better thanwords spoken by either sideever could, both the urbandesign principles discussed andresidents’ own preferences forthe site.”Robert Brown, ArchitectUrban Design Quarterly,January 1998.

Movable piecesResidents move pieces arounduntil they are happy with theirdesign.

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AMETHODS D

Method: Planning for Real.Scenario: Inner city regeneration.

” Good Practice Guide to CommunityPlanning and Development. ParticipatoryDesign.

9 Alexandra Rook. Dee Stamp. MichaelParkes. Henry Sanoff.

FURTHER INFORMATION

Park designOne resident group’s design for a park showing layout of fencing, children’s play facilities and planting.

Comparing optionsDiscussion of layouts prepared by different groups.

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A METHODSAD

Design workshop

Design workshops are hands-on sessionsallowing small groups of professionals andnon-professionals to work creatively togetherdeveloping planning and design ideas. Theywill normally be held as part of a planning dayor other action planning event.

r People work in groups around a table with plans ora flexible model. Different groups can deal withdifferent areas or the same area at different scales.Groups can be allocated a topic such as transport,open spaces or housing. Groups can vary in size (8 – 10 is a good average to aim at).

r Everyone is encouraged to develop their ideas bydrawing or making adjustments to the model. Eachgroup usually needs a facilitator, a note-taker and amapper (who marks points on a map or plan).

r A structured workshop procedure is often followed,especially if people have not worked togetherbefore (sample format opposite).

Using plans is often more suitable than models because littlepreparation is needed. People generally find it surprisingly easy toread plans once they have started working with them. It helpsthough if the facilitator has previous experience of designworkshops and urban design expertise.

Design workshops often work best if people have done a briefingworkshop first (Briefing workshop).

Get people going by telling them that “no idea is too big, noidea too small”. At the end everyone should sign drawings and itis often useful to draw up a tidy version for presentation.

$ Main costs: Planning and preparation; facilitator’s fees; supplies(see box, right).

“Brief intensive brainstormingworkshops can be enormouslyproductive – people of mixedbackgrounds, groupedtogether for the first time, withclear challenges, find that theycan focus their minds and taphidden reservoirs of creativity.”Jack Sidener, Professor ofArchitecture, ChineseUniversity of Hong Kongworkshop brief, 1998.

Hands-onResidents and architects deviseimprovements to a housingestate together.

Report backParticipant explains designworkshop outcome to aplenary session.

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AMETHODS AD

Design workshop formatSample to suit most contexts.

1 ArrangementsPeople choose a workshop group and sitround tables with plan or model. (5 mins)

2 IntroductionsPeople briefly introduce themselves. (10mins)

3 Getting startedFacilitator asks people to write ideas on miniPost-it notes or cards and place them onthe plan. Responses to questions such as: • Where are the problems? • Where are the opportunities? • Where do you want things to happen?(15 mins)

4 Design ideasPeople use coloured pens to sketch ideas,discussing things as they do so. Differentoptions can be drawn on separate sheetsof tracing paper. (50 mins)

5 Prepare summarySummary drawings prepared of mainsuggestions. (10 mins)

Running time: 90 mins. Ideal numbers: 8-10 per workshop.

Design workshop supplies

On table5 Base plan of area.5 Tracing paper overlays (large sheets and

A4 pads) taped with masking tape.5 Felt-tip coloured pens. Different colours.5 Mini Post-it notes or small cards.5 Ball point pens or pencils (one per

person)5 Lined A4 writing pads (2 per group)

To one side5 Flipchart and marker pens.5 Pin-up space (Blu-tack or pins needed). 5 Attendance sheets.5 Site photographs.

If using model5 Base model with movable parts.5 Spare cardboard or polystyrene.5 Scissors.5 Post-it notes and cocktail sticks.

Methods: Action planning event. Briefingworkshop. Planning day. Planningweekend. Planning for Real.

FURTHER INFORMATION

Creative workingParticipants usetracing paper over aplan, mini Post-itnotes and felt-tippens to exploreoptions for an innercity neighbourhood.Most have noprevious designexperience.

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A METHODSD

Development trust

Development trusts provide a mechanism forcommunities to undertake regeneration anddevelopment projects themselves. They makeit possible to achieve the long-term sustainedeffort that is needed to evolve a community’sown plans and put them into action.

r Development trusts are community-basedorganisations working for the regeneration of theirareas. They may undertake a specific project or,more likely, a range of economic, environmental,cultural or social initiatives.

r Development trusts are independent bodies withmanagement structures ensuring accountability tolocal people. They are not-for-profit bodies, oftenwith charitable status, making it possible to attractresources from public, private and charitable sectors.

r Administrative structures are designed to allowdevelopment trusts to own and manage property,employ staff and develop efficient projectmanagement capability.

Funding is easiest to secure at the outset in the form of grantsfrom government and local authority regeneration budgets. The challenge is to build up a secure asset base, some committedsponsors and income generating capacity before grants expire.Having a linked trading company is often useful to make itpossible to earn income without losing charity status.

Having a clear focus, based on local priorities, is important toattract support. Select a name, slogan and style to reflect this.

$ Essential core costs: Manager’s wages, premises, office running.Desirable to have several staff and a project seed fund. Aim at£100,000 per annum but be prepared to start with volunteers.

Anytown Environment Trust

• Become a member• Become a volunteer• Start a local project• Offer your expertise• Donate equipment • Lend premises• Second a staff member• Sponsor a project• Leave a bequest in your Will

Environmental improvementsProperty managementCommunity facilitiesRegeneration expertiseEnvironmental education

HELPING PEOPLE IMPROVETHEIR ENVIRONMENT

“The strength of developmenttrusts is that they candemonstrate the creativity andadded competence that comesfrom bringing togetherexpertise and enthusiasm frompublic, private, voluntary andcommunity sectors.”David WilcoxThe Guide to DevelopmentTrusts and Partnerships, 1998.

Sample promotion leafletKey components: Name oforganisation; what it can do;how people can get involved;slogan summarising aim.

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AMETHODS D

Scenarios: Inner city regeneration. Localneighbourhood initiative. Urban conservation

b Development Trusts Association.

” The Guide to Development Trusts andPartnerships.

FURTHER INFORMATION

ConceptBringing together national, regional and localagencies – in the public, private and voluntarysectors – to promote action by local people toimprove the environment.

Typical democratic management structureElected local members have a majority on the Boardto ensure local accountability. Elections are usuallyheld annually with members serving two years each.

Typical developmenttrust activities

5 Administering grant schemes5 Building and managing workspace5 Developing community plans5 Environmental education programmes5 Holding training programmes5 Organising competitions5 Organising events5 Preserving historic buildings5 Promoting community development5 Providing sports and recreational facilities5 Running childcare centres5 Running award schemes5 Running resource centres5 Setting up and managing arts facilities5 Setting up community enterprises5 Supporting community groups5 Supporting small businesses

Individualmembers

Organisationmembers

Localgovernment

Nationalagencies

Board of management

5 electedmembers

4 electedmembers

2 nominatedmembers

2 co-optedmembers

Manager

staff volunteers secondments trainees

Initial vision

Form steering group

Prepare business plan

Arrange legal status

Membership drive

Launch

AppointDevelopmentOfficer

PreparePublicity

xx

Setting upThe main steps. Likely to take at least one year.

LocalAuthorities

Businessand

Industry

Land andPropertyOwners

Residentsand

Traders

Schools

VoluntaryOrganisations

PressureGroups

CharitableTrusts

InternationalAgencies

TrainingAgencies

NationalAssociations

ProfessionalInstitutions

GovernmentQuangos

ACTION FOR IMPROVING THE ENVIRONMENT

Anytown

Development

Trust

GovernmentDepartments

x

x

x

x

x

CPH pages 44-71 10/7/06 12:52 Page 53


A METHODSD

Diagrams and charts are a highly effectivevisual way to collect, discuss and displayinformation at all stages of the planningprocess.

r Individuals or groups use the construction ofdiagrams as a basis for gathering and analysinginformation. Fairly complex issues or processes canbe represented simply if the right type of diagram ischosen.

r The diagrams provide a focus for discussing issues –by both literate and non-literate people – and helpstimulate creative thinking.

r The diagrams are used for ordering and presentinginformation, prioritising issues, decision making andmonitoring.

r Making diagrams can form part of a workshop orbe undertaken as an activity in its own right. Agroup diagramming process is similar to a groupmapping process (Mapping).

If diagrams are made on the ground, photograph or draw themto keep a record.

Involve people who are particularly knowledgeable, and involveas many others as possible. Facilitators should sit back andwatch, not interfere too much.

Minimise text. Use colour coding, symbols and local materialswherever possible.

$ Few expenses necessary. Main cost: facilitators’ fees. May beworth spending money on materials to improve presentation.

Venn diagramShowing relationships betweenvillage institutions.

Mind mapShowing perceptions of trendsand linkages.

Diagrams

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AMETHODS D

Common diagram types and their uses

• Calendar. For understanding seasonalpatterns, eg planting, tourism or rainfall.

• Flow diagram. Showing the componentsof any activity and the linkages betweenthem. For understanding the impact of aninitiative.

• Matrix. Grid allowing comparison of twovariables. Used for assessing options andprioritising.

• Mind map. Showing people’s perceptionsof trends and linkages. Used for collectivebrainstorming to develop commonoutlook.

• Network diagram. Showing flows andlinkages between people, organisations orplaces. Used for highlighting strengths andweaknesses in institutional relationships.

• Organisation chart. Showing who isresponsible for what. Used forunderstanding how organisations work.

• Pie chart. Dividing a circle into differentsized segments. For showing populationstructure, distances to work and so on.

• Time-line. List of events over time. Forunderstanding historical trends.

• Timetable. For analysing daily routines,street activity and so on.

• Venn diagram. Using circles of differentsizes to indicate roles of differentorganisations and the relationshipsbetween them.

Methods: Community profiling. Mapping.

” Participatory Learning & Action.

FURTHER INFORMATION

CalendarShowing seasonal changes in work patterns byplotting people’s activities on a monthly basis.

MatrixAssessing the value of different tree species byplacing stones to score various attributes.

Network diagramIdentifying institutional changes needed byplotting flows and links between villages.

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A METHODSE

Electronic map

Electronic maps allow people to explore anarea and make comments at computerterminals with specially created software. Theyhave immense potential for helping people tovisualise proposals and make their viewsknown.

r Electronic maps are created as software which canbe run on desk-top computers or touch screenmonitors.

r Aerial photography, maps, video clips, sounds,photos and 3-dimensional visualisations can all beincorporated to build up a series of images of anarea from a variety of perspectives.

r People can explore the map at computer terminalsin libraries, cafes and cultural centres and add theirown comments.

r The maps can be continually adapted to provide anongoing information service and consultationprocess.

Great potential for linking up with maps in different areas andfor accessing via the Internet.

Gathering the content for maps is itself a part of the explorationand participation process.

$ Developing software from scratch could cost as much asUS$80,000. But it should soon be possible to purchase softwareunder license for a few hundred pounds. Then cost is reduced togathering the raw material for your map. This could cost aroundUS$15,000 or much less if you use material already available.

Technical data

Based on a custom geo-location database enginewith SQL interface.Scaleable and modulardesign allows limitlessadaptation and infiniteextension of map area.Performs on low specmachines due to lowmemory overheads with nomore than 1.5MB on screenat any time. Works onordinary desk-topmachines, both mac and pcformats.

Digital age participationFinding out what is going on inyour neighbourhood andmaking your views known at acomputer terminal.

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AMETHODS A

57

AMETHODS E

Exploring an electronic map: a step by step example

4 Video clips. See live action through videoclips. This might include presentations, artworks, interviews with people (as shown),street scenes, performances.

1 Bird’s eye view. Start with an aerial photo onscreen. Use cursor keys to move about and tozoom in to the place you are interested in.

2 Map layers. Superimpose maps on the aerialphoto or view them separately. Maps mightinclude: regeneration initiatives (as shown),cultural facilities, proposed new buildings.

3 Street level walkabout. Click on a place youwant to view and it fills the screen. It may be aphotograph, drawing, photomontage or modelof how it could be. Click arrows to move about.

THE COMMUNITY PLANNING HANDBOOK

5 Comment. See and hear what other peoplethink. Add your own comment by typing orspeaking.

FURTHER INFORMATION

Scenario: New neighbourhood.

b Architecture Foundation.

9 Example based on a map of Hackney,London by Muf Architects andShoeVegas for Hackney Council.

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E METHODSE

58

Elevation montage

Elevation montages show the facade of astreet by assembling photos of individualbuildings. They can be useful for helpingpeople gain an understanding of the buildingfabric and devise improvements.

r An elevation of a street is created by assembling aseries of individual photographs. Both sides of astreet can be done and pasted either side of a plan.

r Simple instructions ask people to make commentson Post-it notes or cards and place themunderneath the relevant section (what theylike/don’t like/would like to see).

r The build up of Post-it notes or cards generates adialogue amongst participants and useful data forlater discussion and analysis.

Table-mounted displays make it possible to have both sides of astreet opposite each other on a plan. Wall mounted displays onlywork if it does not matter treating both sides separately.

Useful debates can take place around the exhibit. Keep anotepad or tape recorder handy.

Very useful as an ice-breaker at the beginning of a workshop,and as a visual prompt for all participants during a workshop.Also useful as part of an open house event.

$ Main costs: Film processing and purchase. Preparation time (2 person days).

Wall-mountedResidents pasting Post-it noteson a wall-mounted montage.

Detail of above with comment.

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METHODS E


Advantages of elevation montages

• Good icebreaker at the beginning ofworkshop sessions

• Helps participants and design professionalsgain a visual understanding of theenvironment they are dealing with.

• Secures the views of people lacking theconfidence to speak in group discussions.

• Can be left as part of an unmannedexhibition over a period of time.

Disadvantages

• Can be costly to prepare and may not becost-effective compared with othermethods.

Tips on montage making

Stand the same distance from the buildingline when taking all photos unless thereare setbacks in the buildings, when youshould move closer.

If relating to a plan, then it is best to mountthe montage on a long table. If on a wall,then one elevation will be upside down.

Digital mapping which can be re-scaled isuseful for adjusting the plan to fit theelevation.

The plan is more understandable if photosare placed directly on the building line.

Elevations are more understandable ifphotos are stuck together so that shopsigns are readable even if there is somemismatch at roof level.

Methods: Interactive display. Open houseevent. Photo survey.

9 Julie Withers, Kathryn Anderson, RogerEvans Associates.

FURTHER INFORMATION

Table-mountedPhotomontages as part of aworkshop aimed at generatingurban design proposals.

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A METHODSE

Environment shop

Local environment shops provide a permanentway to disseminate information and createdialogue. They can be independent outfits orpart of a local regeneration agency orcommunity centre.

r Ideally, a shop premises in a prominent location witha large window area is chosen, perhaps with officesbehind or above. Alternatively, an open air stall orspare space in a building is used.

r The shop combines the sale of useful material onenvironmental improvement with displays andinformation on local initiatives and projects.

r The shop provides a first port of call for local peopleon how they can improve their environment, andperhaps a public face and reception area for a localregeneration agency or community centre as well.

Setting up can take time and be complicated but, onceestablished, shops can easily be manned by volunteers. Start witha small range of stock and build up slowly.

Once up and running, shop material can easily be taken out tolocal festivals, markets and conferences.

If ‘Environment shop’ is not the right name for your area try‘Regeneration shop’, ‘Conservation shop’, etc

$ Main need is for capital to purchase stock and display fittings.‘Sale or return’ terms can be arranged for many items butrequires more administration. Don’t expect environment shops tomake large profits although they can bring in useful income.Their value is as a local resource and in helping an agency get itsact together (by putting it on show). If well organised they canultimately relieve pressure on agency staff by allowing people tohelp themselves.

Visit ourEnvironment

Shop

For information andadvice on how to

improve yourenvironment

Books • T-shirts Leaflets • Posters • GiftsNoticeboards • PostcardsGuides • Window stickersResource packs • Videos

Education packs

20 High Street, AnytownOpen Mon to Sat, 10am to 5pm

Mobile shopWe can arrange a stall at

your local event. Call for details.

Sample promotion leaflet

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AMETHODS E

Shop interiorBird’s eye view photoof neighbourhood;display boards onlocal projects;publications for loanor sale; somewhereto sit. (Not all shopsneed to be as smartand tidy as this one.)

Environment shop features

5 Bird’s-eye view photograph of localarea (very useful for discussing issues andalways a popular attraction, especially if litup at night and visible from the street).

5 Community noticeboard for job ads,competitions, events.

5 Magazine rack for periodicals.5 Model of local area and developments.5 Project information board for info on

local regeneration projects.5 Reception desk for info, access to project,

purchasing items.5 Reference library for items not for sale.5 Seating area for reading and chatting.5 Window display promoting merchandise.5 Window noticeboard with constantly

changing posters on local activities.5 ..............................................................

Benefits of shops

• Addition to local trading environment.• Helps agencies to become user friendly by

displaying what they can offer.• Helps people to help themself rather than

be dependent on development workers.• Provides outlet for local publishers.• Raises profile of local environmental issues

and projects.• Source of revenue for community

development organisations (long-term).

Environment shop stock

Books, pamphlets, videos, manuals, postcards,models, T-shirts relating to:5 Building – how-to-do-it information on

local vernacular building and architecture.5 General merchandise – to attract people

in (eg environmental T-shirts, local crafts).5 Local interest – items on past, present

and future of local environment. 5 Regeneration generally – how-to-do-it

material on community regeneration.5 Visitor information – items specifically

for visitors to the area.5 ..............................................................

Methods. Architecture centre.Community design centre.Neighbourhood planning office.Scenario: Urban conservation.

9 Photo: Edinburgh World Heritage Trust.

FURTHER INFORMATION

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A METHODSF

Feasibility fund

Feasibility funds provide money to communityorganisations for paying experts to undertakefeasibility studies on possible projects. Theyare a highly effective way of kick-starting localinitiatives, by getting projects to a stage wherethey can attract capital funding and support.

r A Fund is established by a professional institute orother suitable local, regional or national organisation.Sponsors might include companies, local authorities,government departments or charities.

r The scheme is advertised and community groupsinvited to apply for funding.

r Grants are awarded and feasibility studiesundertaken. The study will establish whether theideas are workable, the best options and the costs.

r If projects succeed in attracting capital funding, thegrant money is repaid to the organising body.

Grants need not be large to be effective. Depending on thenature of the project, US$1,500 – 5,000 is usually enough toenable a group to produce a highly professional study. The Fundcan offer the total amount or a proportion.

Money is not the only benefit. The award of a grant can also bea tremendous boost to community organisations, providingconfidence and credibility.

Award schemes are a good way of generating case studymaterial for exchanging good practice.

$ An initial tranche of funding is required to establish the fund andoperate it for a few years. Once up and running, quite a highproportion may eventually be paid back.

Fact: A feasibility fund run bythe Royal Institute of BritishArchitects triggered US$160million for 150 projects over12 years from an outlay of lessthan $2.4 million.

“A helping hand at the initialstage has been to us what thefirst steps are to a child, andtoday we are walking tall.“Celeste Nre, WandsworthBlack Elderly Project, UKRIBA Report, 1995.

“The Fund satisfies a growingdemand for communities toget involved and have a say ingenerating something forthemselves.“Ian Finlay, Chair, RIBACommunity Projects FundReport 1986.

If you need professional adviceto get started on acommunity project

BUT

Can’t afford the fees

THEN CONTACT

The Community Projects FundInstitute of ArchitectsHigh Street, Anytown000 111 22222

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AMETHODS F

Scenarios: Community centre,Regeneration infrastructure.

b Community Architecture Group.

FURTHER INFORMATION

Feasibility fundTypes of projects funded 5 Community centres. New build, or

improvements. In urban and rural areas.5 Community plans.

Plans for a site or neighbourhood, perhapsas alternatives to those existing.

5 Education facilities. Schools, creches,heritage centres, art centres.

5 Employment initiatives. Creatingworkspace or improved facilities.

5 Housing. Renovations or improvements on estates,self build schemes, new housing for rent.

5 Landscaping.Improvements to public areas: play areas,parks, streetscape, city farms, artworks.

5 Leisure facilities.Sports halls, youth clubs, cultural centres.

Feasibility studyA Cultural Centre for Anytown

Prepared for the Anytown Forum

by Hope Architects and Planners

Contents

Summary

Background history

The proposal

Site conditions

Design options

Legal and planning

Organisation

Timetable of activity

Costings

Funding sources

Appendices

Press cuttings

Survey results

Study supported by the National Feasibility Fund

for Community Projects

Application form

Please read the Fund Guidelines before completing.

Name of organisation

Legal status (community group, charity, etc)

Contact details

Do you have a constitution? (if so attach copy)

Brief description of organisation and activities

How is the community involved in theorganisation

How many people are involved? Employed 6Management committee 6 Voluntary 6Other (specify)

Project title

Description of project

Why do you want to undertake the project?

Who will benefit from the project?

What will the feasibility study cover?

How much will the study cost? £

Who will do it? (name and contact details)

Other possible sources of income for the study

Please submit a photo of the building or site and a

copy of your latest annual report and accounts.

Sample coverGood feasibility studies are one of the mosteffective ingredients for getting projects to happen.

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A METHODSF

Field workshop

Field workshops are a way for localcommunities to draw up plans of action wherethere is little data available to start with. Theyare particularly suited to disaster preventionwork in developing countries.

r Field workshops involve a team of technical expertsworking closely with a handful of local facilitators,local officials and many local residents of all ages,backgrounds and interests.

r A programme of activities lasting several days oreven weeks is prepared in advance involvingcommunity profiling, risk assessment and planmaking methods. The programme is agreed inadvance by all parties but may be varied at anypoint to allow for results to be built on anddeveloped.

r The aim is to develop a common understanding ofthe nature of the community, the issues faced andpossible solutions.

r The technical team presents its recommendations tothe whole community a few days after the mainactivity sessions.

Technical team members need to be sensitive to local cultures.Ask permission before taking photos or taping interviews.

$ Planning a field workshop carefully in advance is essential ifmoney is to be spent effectively. Materials need not cost much.The main costs will be people’s time and accommodation andtravel for the team.

Evolving a common viewGroup working. Informal walk.Model making. Mapping.

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AMETHODS F

Sample field workshop formatExample: Village suffering from typhoons.

DAY 108.00 - 08.10 Ice breaker. Music. Dance.08.10 - 10.00 Introductions. Participants

introduce themselves. Aims andprocess explained.

10.00 - 12.00 Personal history. A fewparticipants tell their history.

12.00 - 13.00 Historical profile. Key eventslisted in date order.

14.00 - 16.00 Map drawing. Large map ofvillage drawn on paper.

16.00 - 17.00 Photo game. Photos of allbuildings (taken previously)located on map. Discussion.

18.30 - 21.00 Social. Music and dinner.21.00 - 23.00 Review session. Day’s

activities reviewed. Plans revisedif necessary.

DAY 207.00 - 08.00 Review of Day 1. 09.30 - 12.00 Interviews. Key public figures

explain their roles and arequestioned.

09.00 - 13.00 Model making. Model made Group A of village showing hills, rivers,

valleys and other main features.09.00 - 13.00 Map making. Map made Group B showing different house types

(eg concrete, bamboo, mud,timber).

14.00 - 16.00 Simulation exercise.Disaster simulated tounderstand people’s reactions.(eg to typhoon)

16.30 - 17.30 Damage classification.Models and maps used toclassify extent of damage (totaldestruction, damage to roof,partial damage etc)

19.00 - 21.00 Review and planning.Review of activities and process.Schedule revised.

DAY 308.30 - 12.00 Reconnaissance. Of buildings

and sites identified in previousday’s review.

09.00 - 12.00 Interviews. With key officials

and politicians (by some).13.00 - 16.00 Review session. For research

team and facilitators.Information gathered so farstructured using a matrix.Process reviewed.

13.00 - 20.00 Construction workshop.Scale models of houses built bylocal carpenters to identifystructural problems. Queries byresearch team. Discussion.

15.00 - 19.00 Gender workshop.Participants divide into maleand female groups. Analysis ofdifferent roles andresponsibilities.

19.00 - 19.30 Informal walk. For researchteam and facilitators.

DAY 409.00 - 13.00 Interviews. Further questions

to key figures.09.00 - 13.00 Construction workshop.

Continued.09.00 - 13.00 Gender workshop. (cont.)14.30 - 16.00 Summary session. Review of

activities by research team. 14.30 - 16.00 Next steps. Workshop groups

prepare list of recommendations.19.00 - 24.00 Social. Dinner and music.

DAYS 5-9All day Research and analysis.

Research team prepares reportand presentation.

DAY 1020.00 - 22.00 Presentation. Research team

presents proposals to opencommunity meeting.

Ideal numbers: research team 4; facilitators 2; locals 20-50.

Method: Simulation. Scenario: Shantysettlement upgrading.

” Reducing Risk.9 Roger Bellers, Nick Hall.

FURTHER INFORMATION

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A METHODSF

Future search conference

Future search conferences are highly structuredevents, usually lasting 2.5 days, at which across-section of community members or‘stakeholders’ create a shared vision for thefuture. They are more suited for dealing withgeneral issues than specific sites.

r People representing the widest possible range ofinterests, or ‘stakeholder’ groups, are broughttogether in one room, usually for 2.5 days. The idealnumber is considered to be 64 since this breaksdown into 8 groups of 8. For larger groups,conferences can be run in parallel. The agenda is:‘The Future of ___________ 5 to 20 years on’.

r A highly structured 5-step procedure is adopted (assummarised in the sample timetable, right). This isdesigned to encourage people to think globally,focus on the future, identify common ground andmake public commitments to action.

r People carry out tasks individually, in small self-managed workshops and as a whole group.

r The results are recorded openly on flipcharts.

At least one experienced facilitator is essential plus a committedgroup to plan the event in advance and follow it up afterwards.The conference must be part of a wider and longer process.

Discourage non-participating observers. All those present shouldtake an active part.

$ Main costs: Venue, meals and facilitation fees. Can range fromUS$4,000 to $60,000. $8,000 – $16,000 is common.

“I’ve not heard so many greatideas expressed in such avariety of clever and articulateways… I don’t know whatbenchmarks you use but by mylights this is the most useful,tangible, actionable outputthat I’ve ever seen.”Dennis Alter, Chairman &CEO, Advanta CorporationFuture Search Website intro, ‘99.

“Staging a future search meanschanging our assumptionsabout large, diverse groups. Inthese meetings we learn thatmost people can bridge lines ofculture, class, gender, ethnicity,power, status and hierarchy ifthey will work as peers ontasks of mutual concern.”Marvin Weisbord andSandra JanoffFuture Search Website intro, ‘99.

Time linesParticipants create personal,community and global historiesby writing key events on largestrips of paper on the walls.This helps to make historyvisible, discover patterns andunderstand what the pastmeans.

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AMETHODS F

Future Search Conference TimetableSample to use as a basis for designing your own.

DAY 1

13.00–18.00 Introduction.

Review the pastParticipants explore key eventsin the histories of themselves,their community and the world,and present them on threetime-lines.

Explore the presentTrends affecting the communityare explored and illustrated bycreating a mind map. Groupsshare what they are proud ofand sorry about.

DAY 2

9.00–12.00 Continue with exploring thepresent.

12.00–18.00 Create ideal futuresVisions developed in smallgroups and acted out toeveryone. Barriers to the visionsidentified.

Identify common groundShared vision identified, first bysmall groups and then byeveryone. Projects to achieve itidentified.

DAY 3

9.00–13.00 Make action plans Projects planned by self-selected action groups. Publiccommitments to action.

Ideal numbers64 (8 tables of 8).

Scenario: Whole settlement strategy.

” Future Search (contains sampleworksheets and checklists which arehighly recommended).

b New Economics Foundation. FutureSearch Network.

FURTHER INFORMATION

Mind mappingA large ‘map’ of present trends and linkages iscreated on the wall with coloured marker pens.Participants then fix sticky coloured dots ontothose they think most important. This helpseverybody focus on talking about the same issues.(p54 for mind map detail.)

ResourceTable

Global (Time Line 60 x 720cm) Mind Map

Co

mm

un

ity

(Tim

eLi

ne60

x72

0cm

) Person

al(Time

Line60

x720cm

)

1960s v 1970s v 1980s

1960

sv

1970

sv

1980

s

1960sv

1970sv

1980s

Ideal room layoutEight tables with eight chairs per table; a resourcetable (for marker pens, notepads, etc); largesheets of paper on the walls for drawing threetime-lines and a mind map.

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A METHODSG

Gaming

Games are a good way to help peopleunderstand the planning process and otherpeople’s viewpoints. They are also anenjoyable way to get people working together.They are particularly useful at an early stage ofany community planning activity or to preparepeople for a specific challenge ahead.

r Games are devised to mirror real life planningscenarios or to teach specific skills.

r The games are mostly played in groups, usuallyhelped by a facilitator or someone who has playedthem before. Many games involve role play; peopleacting as if they were someone else.

r There is usually no specific output other thanincreased awareness but they may producepreliminary design proposals or an agenda forfuture initiatives needed.

When role playing, wearing badges with the name or title of theperson being imitated and even suitable hats can help peoplefeel at ease.

Make people play someone with a very different role tothemselves. For example, a planner could play being a poor child;a female tenant could play a male housing officer.

Sometimes it can be interesting to have the person playing a rolebeing advised by the real thing; ie the resident playing at being aplanner being advised by a real planner.

Games are good energisers and help overcome shyness.

$ Main costs in use: Facilitator’s fees. Developing and producingsome games can be expensive in time and artwork.

Board gameOne way of discovering aboutthe housing developmentprocess. The game useshurdles, gates and tradeoffswhich players negotiate as theyproceed through the planningprocess. Designed to be playedat the start of a planningworkshop to inform and“break the ice” betweenparticipants (see the bookAction Planning for Cities fordetails.)

TheatrePowerful architect on stiltsconfronts a determined tenantin a performance on a housingestate designed to engageresidents in conversation abouttheir environment.

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AMETHODS G

Urban design role play game format

Format for a role play game allowing peopleto explore planning issues that may arise inthe coming years.

1 Pick an issue Facilitator introduces game and helpspeople to agree on an issue or site as thefocus of the game (eg local transportimprovements). (10 mins)

2 List interestsAll the parties with an interest in, oraffected by, the issue are listed on aflipchart (eg pedestrians, bus drivers,transport planners, cyclists, etc). (5 mins)

3 Give out rolesEveryone is given a role which is written ontheir name badge. (5 mins)

4 List desires and concernsPeople think about what someone in therole they have been given would want. (10 mins)

5 PresentationEveryone in turn presents their points to thewhole group with visual explanation ifpossible. (20 mins)

6 DealingPeople mingle freely and attempt to makedeals with each other. (30 mins)

7 Report backEveryone reports back to the whole groupon what they have achieved. (15 mins)

8 Next stepsGeneral debate on how to take thingsforward. (15 mins)

Running time: 100 mins Ideal numbers: 10-20 per workshop

Game types

Board gamesAdaptations of popular board games tosimulate planning and design scenarios.

Picture analysisGetting people to say what they see in apicture and comparing notes.

Role playActing out being in someone else’s shoes.

StorytellingReciting real or imaginary tales as a way ofexploring hidden perceptions.

TheatrePerforming plays to characterise real life andstimulate debate.

Method: Simulation.

” Action Planning for Cities. ParticipatoryLearning and Action.

9 Urban design game format devised byDrew Mackie.

FURTHER INFORMATION

Acting someone else’s roleLocal resident pretending to be a public officialspeaking at a planning hearing. Exercise designedto help residents deal better with a forthcominghearing about their area.

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A METHODSA

70

O METHODI

Ideas competition

Ideas competitions are a good way ofstimulating creative thinking and generatinginterest and momentum. They can be designedto allow everyone a chance to put forwardtheir ideas or be just for professionals.

r Ideas competitions are normally held at the start ofthe development process or when there isopposition to a proposed scheme. They can besimple and immediate or highly complex.

r A brief is produced, clearly setting out the task,entry format and deadline, judging procedure,eligibility and relevant background. The task can beto produce general ideas for improving an area orproposals for a specific site, building or problem.

r Judging can done by a panel or through using apublic voting system (see box, right). Alternativelydifferent organisations can make separate awards.

r Winning entries are widely publicised and publishedto secure momentum for implementation.

Getting the public to judge entries encourages people to presentbetter and provides credibility for the winning entries. If you havea judging panel, make sure it is not dominated by professionals.

Specify a format which is accessible to non-professionals andeasy to store and copy, eg A4 or A3 maximum. Models or largepanels are good for exhibitions but difficult to keep, so photographthem properly. Think about publication from the outset.

$ Simple competitions for local sites can be organised very simplyand cheaply. High profile competitions will involve considerabletime and expense. Main costs: Administration; publicity; prizes;publishing end results. Plenty of scope for sponsorship.

ANYTOWN2050

Visions forAnytown

CompetitionOpen competition for thebest ideas for improving

the environment ofAnytown

What could be done to make your street, your

neighbourhood, your towncentre fit for the year 2050?

How can we create a newsense of vision to give our

town a much needed boost?

Over £1000 in prizes to be won

Categories: Under 8, 8-11, 12-17, 18-24, 25 and over.

Words, drawings, or photos on one sheetof A3 paper. Name, address and age onreverse. As many entries as you want.

Entries by 6 May to:Jumbo, 20 High Street.

Exhibition and judging by the general public all weekend on

7 and 8 May at the Hexagon.

The best ideas will be published in aspecial supplement of the local paper.

Organised by Anytown Forum inassociation with Darwin plc

Open ideas competitionSample promotion leaflet.

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AMETHODS A

71

I

Scenarios: Derelict site re-use.Regeneration infrastructure.

b Architecture Foundation. Royal Instituteof British Architects.

FURTHER INFORMATION

Judging in public, by the public, on site Passers-by use sticky dots to register theirpreferences for proposals for a derelict site whichare pinned up on the site hoarding.

Standard formatAsking entrants to draw their proposals onprepared bird’s eye view site outlines can helppeople make comparisons but may restrict creativity.

Two-stage competitionformatSample timetable for a fairly elaborate2-stage competition combining an opencompetition for the public with a closedcompetition for professional teams.

Jan Preparation Formation of co-ordinating body. Planning.

Mar PrintingBrief and publicity material.

April LaunchWidespread publicity. Detailed brief andconditions sent to those who respond.

July Stage 1 deadlineStage 1 open to all with separate categoriesfor professionals as well as for children.

Aug Public exhibitionJudging by public or panel. Small prizes.

Sept Stage 2 announcedLimited number of winning entrantsprovided with a budget to develop theirschemes further.

Nov Stage 2 deadline

Dec Public exhibitionJudging by public or panel. Winnersannounced.

May PublicationWinning entries published.

Simple public judging rulesRegister at the desk and get your sticky dots.Each person has three votes in each agecategory.

Red = first choice (3 points)

yellow = second choice (2 points)

green = third choice (1 point)

Stick your dots on the entries.

The entries with the most points by 7pm win.Prizes to be presented by the Mayor at 7.30pm

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A METHODSAII

Interactive display

Interactive displays allow people to engage inthe issues and debate, on their own and in anenjoyable way, by making additions oralterations to pre-prepared exhibits.

r Interactive displays can be used as part of a forum,workshop, exhibition, conference or other event.

r The displays can range from blank sheets withsimple one-line questions to drawings or models ofcomplex development proposals.

r A dynamic develops as people’s comments build upon the displays over time.

r Thoughtful design is required to ensure that theinformation is presented simply and clearly and thatpeople’s responses are recorded in such a way thatthey can be used afterwards.

Have facilitators on hand to help people get going. Onceresponses start to build up, the process develops its ownmomentum.

Shop front or on-the-street venues work well as people areattracted by others taking part (Street Stall).

Photograph displays – or use other ways or recording them –before dismantling them.

$ Main costs: artwork and materials. Simple displays can bedesigned and prepared within a few minutes and need littleequipment. Employing graphic or exhibition designers improveseffectiveness immensely, particularly for getting responses tocomplex design ideas but will normally cost a considerableamount in fees.

Tools for participantsPost-it notes, sticky dots(several colours), coloured felt-tip pens and ballpoint pens.

Flip chart comment sheetMore visible than a book.

Cumulative commentsAdding points to those typedup from a workshop.

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IMETHODS I

Interactive display ideas

Verbal likes, dislikes and ideas Put up large sheets of blank paper withsuitable headings (see box, left) and getpeople to put their responses on Post-its.

Visual likes, dislikes and ideasAsk people to mark their most and leastfavourite buildings and spaces on maps orphotos using Post-its or sticky dots.

Comments on proposalsGet people’s views on development proposalsor options by placing sticky dots or Post-its onprepared cards linked to plans or drawings.Table scheme display.

General thoughtsUse flipcharts or comment books to getgeneral comments.

Post-it board ideasHeadings for four blank boards which peoplecan stick Post-it notes on (or use scraps ofpaper and drawing pins):

• What do you LIKE about the area?• What do you DISLIKE about the area?• What IMPROVEMENTS could be made?• What can YOU do to help?

Methods: Community planning forum.Elevation montage. Open house event.Street stall. Table scheme display.Scenarios: Community centre. Wholesettlement strategy.

FURTHER INFORMATION

Sticky dot display Voting for liked and disliked buildings and spaces.

Post-it board Comments build up in response toa simple question.

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A METHODSL

Local design statement

Local design statements are a way for localpeople to provide guidelines for newdevelopment in their area. They can beincorporated in local planning policy andprovide a valuable way for local people tomake a positive input into the planningprocess at an early stage. They are particularlyuseful in areas where local character isthreatened by insensitive development.

r A local design statement is drawn up by a speciallyformed team of local volunteers, preferablysupported by local planners and national agencies.

r The team secures the views of as many people aspossible through publicity, holding workshops andcirculating draft statements for comment.

r The statement will include guidance for futuredevelopers based on the character of the landscapesetting, settlement patterns, building forms andtransport networks.

r The statement is adopted by the local planningauthority (as ‘supplementary planning guidance’ inthe UK) and can be used to approve or rejectplanning applications from developers.

The area covered by a statement can vary but the process worksbest at a village or neighbourhood level where people recogniseeach other. Break larger areas up and, if possible, combine with aCountryside Design Summary (Glossary).

$ Direct costs likely to be around US$5,000 if local skills and servicesused. More if elaborate printing involved. Need to have a budgetfor reprints, especially in areas of development pressure.

Sample report coverContents and style can varyaccording to local needs.

“You saw the village in acompletely different way thanyou ever had before. You reallystarted to look at every singlegable end, bit of tarmac andcobblestone. That was themost exciting thing, you learntso much. It was an all roundgood exercise.”David Unsworth, CartmelVillage Design GroupVillage Views video, 1996.

Any VillageDesignStatementProduced by the Any Village Design Group

Approved asSupplementary PlanningGuidance in 1998 byAny District Council

Contents1 Introducing Any Village2 Brief history3 Community strengths4 Economy and commerce5 Landscape and wildlife6 Settlement patterns7 Building types and forms8 Conservation areas9 Plot boundaries

10 Highways and footpaths11 Street furniture12 Trees

Supported by the NationalNeighbourhoodCommission

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AMETHODS L

Methods: Mapping. Photo survey.Participatory editing. Scenario: Villagerevival.

” Village Design. Village Views.

b Countryside Agency.

FURTHER INFORMATION

Sample local designstatement process

1 Establish design teamSmall group of local people. Readhandbooks. Discuss with planningauthority. Prepare publicity. (1 month)

2 Go publicLaunch publicity. Draw in more participants.Prepare for workshop. (1 month)

3 Local character workshopOne-day event open to all. Main stages:

A Mapping in groups to identify keywalks, areas and landmarks on basemaps. (Mapping).

B Photographic survey in groupstaking photos which capture thecharacter of the area (Photo survey).Lunch while photos are developed.

C Character assessment. Each groupprepares presentation on character ofthe area using photos and maps.

D Presentation and discussion. Groupspresent their work. General discussionon local character and the next steps.

ReviewingprogressVillagers reviewpages withphotographsand captionspreparedduring a localcharacterworkshop.

4 Prepare design statement reportExpand design team. Refine and completesurvey. Draft report. Consult on draft(Participatory editing). (3 months)

5 Consult with local planning authorityAgree draft with planners and planningcommittee. (2 months)

6 Print reportPrint report and distribute widely. Keep itin print and available. (2 months)

Total running time: 9 monthsminimum. Can take up to 18 months.

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A METHODSM

Mapping

Mapping is an effective non-verbal way offinding out how people view their area. It is agood way to gather and present site-specificdata, understand differences in perception andstimulate debate as a basis for joint planning.

r Individuals or groups create physical maps of theirneighbourhood or city using pen and paper, lines inthe sand, cloth, chalk or other materials to hand.

r A framework or theme is normally provided to focuspeople’s thoughts, eg places you visit frequently,landmarks, boundaries, places you dislike, thingsyou would like to see.

r The maps are discussed and analysed as a basis forunderstanding differing viewpoints and planningwhat should be done.

r Records of maps and debates are made for futurereference.

Use symbols rather than words if participants are unable to read.

Using tracing paper to build up layers can be useful, gettingdifferent information on each layer.

Mapping the same thing at different times is a good way ofmonitoring progress.

Maps made or left in a public place provide a good focus fordiscussion. Particularly good in schools – children love maps.

Maps can be very attractive. With some thought they canbecome permanent exhibits or even made into postcards!

$ Depends on materials used and cost of facilitation. Need not costanything.

Different perspectivesTwo maps of the same place,one drawn by a woman, oneby a man. Guess which is which.(Maps redrawn from originals.)

Using symbols and colourMapping various aspects of acommunity’s capacity to copewith natural disasters helpsplanning to reduce theirimpact.

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AMETHODS M

ideas

maps of same place by different people

photos of mapping

Map types and uses

Activity map Shows where people do things, which placesthey visit. Useful for planning future facilities.

Art mapAims to be a work of art for displaying atexhibitions, making into postcards and so on.

Hazard mapShows vulnerability to natural orenvironmental hazards and identifies risks andcapacities. Useful for disaster mitigation.

Land use and resources mapShows what happens where.

Mental mapShows how people perceive their area (asopposed to being geographically accurate).Useful insight into perceptions.

Group mapping process

1 PurposeDecide what the map or maps should show(eg land use, hazards, resources, mobility,social facilities) and the best display method.

2 PeopleGather people who know the area and arewilling to share their knowledge. Decidewhether to work individually or in groups.

3 Place and materialsChoose a suitable place (ground, table, wall)and materials (sticks, stones, seeds,pencils, felt-tips, chalk).

4 Map makingFacilitators might help people get startedbut then withdraw.

5 Discussion Presentation of maps. Discussion oncomparisons and lessons drawn. Notes ofdiscussion made on flipchart or in notebook.

6 Record Make a record of the maps on A4 paperfor later use and/or take photos.

7 Planning Use the maps to start developing proposals.

Running time: 1-2 hoursProcess also works for diagramming.Replace word ‘map’ with ‘diagram’. Diagrams.

Methods: Local design statement. Riskassessment. Scenario: Village revival.

” Reducing Risk. 4B. From Place to Place.

b Common Ground.

9 Drawings taken from 4B.

FURTHER INFORMATION

Community mappingMaking a village map on the ground usingpowder. Community mapping allows the lessarticulate to express their views.

Art mapPart of a ‘parish map’ used as a postcard(‘Parish mapping’ in glossary).

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A METHODSM

Microplanning workshop

Microplanning is a comprehensive actionplanning procedure for producingdevelopment plans for upgrading settlements.Originally designed for use in developingcountries, it is based on regular intensiveworkshops which involve a minimum ofpreparation, materials and training.

r The microplanning procedure involves 8 to 12community representatives working closely with asmall team of experts and facilitators for severaldays.

r A sequence of activities (see example in box, right)is worked through to arrive at a development planand work programme.

r The process is structured by charts on large sheetsof paper which are completed and kept as a record.

r The workshops are repeated every year or so tomonitor progress and plan the next stages.

Facilitators must have the confidence of all participants andshould participate in a workshop to understand its dynamicsbefore running one themselves.

Hold workshops in the community rather than in governmentoffices to make local people feel more in control.

Do not treat the chart format as a straitjacket. If the one youplanned does not seem to work, revise it as you go along.

$ Costs are minimal apart from organisers’ and participants’ time.

People needed

5 CommunityrepresentativesCross-section of localpopulation. 8 – 12 people.

5 Logistics officerProvides training materials.Government officer.

5 Projects OfficerResponsible forimplementing results.Local government officer.

5 SpecialistsTechnical experts (eghealth, engineering,social development). As many as appropriate.

5 Team facilitator Directs procedure.Practitioner or academic.

5 Workshop facilitatorsConduct small workshopgroups (usually 3 needed).Selected from participants.

Structured group workingParticipants complete charts onlarge sheets of paper which arethen displayed on the walls.

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b) Negotiate and select agreed options.

Strategy

Agreed actions needed1 ______________2 ______________

STAGE 4: ALLOCATE TASKS

a) List tasks required to achieve each action.

Action

Tasks Who What When How1 _______ ______ ______ ______ ______2 _______ ______ ______ ______ ___

b) Locate improvementsMake plans, sections, sketches.

STAGE 5: MONITOR AND EVALUATE

This stage takes place weeks, months or yearslater. Also perhaps at the beginning to review anypreviously planned actions.

a) Describe the status of each action.

Action ProgressPlanned_______ _______________ ________

b) Draw lessons.

Action Corrective LessonsPlanned action learned

needed_______ ________ _______________ ________ ________

Running time: 2-5 days


AMETHODS A

79

M

Scenario: Shanty settlement upgrading.

” Community Action Planning.Action Planning for Cities.

b Centre for Development and EmergencyPractice (CENDEP).

9 Nabeel Hamdi

FURTHER INFORMATION

Sample Microplanning Process

STAGE 1: IDENTIFY PROBLEMS

a) Reconnaissance. Survey of locality. b) Prepare list of problems.

Problem Why? To who? Where?_______ ______ _______ _____________ ______ _______ ______

c) Prioritise problems

Agreed summary list of problems1 _______2 _______

STAGE 2: IDENTIFY STRATEGY OPTIONS

a) List possible strategies (perhaps in small groups).

Problem Short-term Long-termStrategy Strategy

________ _________ ________________ _________ ________

b) Compare different groups’ priorities.

Strategy All 2 teams 1 teamagree agree agrees

______ 5 5 5______ 5 5 5

c) Agree strategy priorities.

Agreed summary list

Problem Strategy1 ______ _________ 2 ______ _________

STAGE 3: PLAN ACTIONS NEEDED

a) List actions needed to achieve each strategy.Consider options, eg high and low cost.

Strategy

Actions needed high lowcost cost

_________ 5 5_________ 5 5

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A METHODSM

Mobile unit

Mobile units can make it easier to provide thetechnical support necessary for communityplanning activity. They are particularly usefulfor working in communities lacking facilities orwhere a series of similar events are planned inseveral locations.

r Mobile units can range from a van used to transportan exhibition to a mobile home or trailer convertedinto a fully equipped design studio.

r The choice of vehicle is determined by its intendeduse, the size required and whether it needs off-roadcapability.

r The units are fitted out with facilities andequipment necessary for the activities planned (seebox, right).

r Suitable graphics are applied to the outside tocreate the desired image.

Can create a sense of presence and credibility as well as being auseful technical resource.

New technologies in document production may reduce the needfor such a facility or at any rate change the requirements. Couldend up as an expensive toy. Plan carefully.

$ Costs of conversion can vary. Running costs of maintenance andinsurance need to be considered. Savings can include costs ofhiring premises and travel costs.

Mobile planning aidVolkswagen van used fortransporting exhibition materialand model-making equipmentto communities as part of aplanning aid service.

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AMETHODS M

Scenario: New neighbourhood.b Ball State University.9 Tony Costello

FURTHER INFORMATIONMobile design studioCustom converted 38-foot recreation vehicle usedas a design studio for community planningworkshops in rural areas. The internal layout isshown in the drawing above.

5 Light box.5 Paper cutter or guillotine.5 Photocopier.5 Print machine (for large drawings).5 Stationery cupboard (notepads, Post-its

etc). 5 Storage for drawings and photos. 5 Toilet and washroom. 5 Video player. 5 ..............................................................

Mobile studio facilities

5 Computer (for word processing and layout,perhaps with modem via mobile phone).

5 Dark room (for printing slides and prints).5 Drawing boards. 5 Exhibition panels (perhaps for display on

the outside of the unit). 5 Flipcharts.5 Library of technical literature.

1

23

45

6

7 8

9 10

11

1 Drawing Centre2 Storage cupboard3 Bathroom4 Reproduction area

5 Computer centre6 Cockpit7 Typing area8 Kitchen

9 Darkroom10 Storage cupboard11 Equipment cupboard

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A METHODSM

Models

Models are one of the most effective tools forgetting people involved in planning anddesign. They are particularly useful forgenerating interest, presenting ideas andhelping people think in three dimensions.

r Models can be made from a wide variety ofmaterials. They can be highly elaborate, aiming tobe as realistic as possible, or simple and illustrative.The choice will depend on the purpose of themodel and the resources and time available.

r Models are often adaptable so that alternativeproposals or options can easily be shown by movingparts around.

r The construction of models is highly educationaland enjoyable and is often done in groups as part ofthe planning and design process.

Slick presentation models are good for presenting proposals butare usually hard to adapt and so inhibit creativity. Think throughthe options for construction carefully at the outset. Generally, usematerials that are easily available and simple to cut up, shape, fix,colour and move about. Pasting base-maps or plans onto a rigidboard is a good way to get started, and it ensures that you getthe scale right.

Models are an ideal centrepiece for exhibitions, workshops andvenues such as architecture centres.

$ Models can cost very little if scrap materials are used.Presentation models can be extremely expensive. The main costinvolved though is time. One innovative way of paying fordetailed models of a neighbourhood is to get building owners topay for the cost of having their own buildings upgraded fromsimple blocks or cut-outs to being fully detailed and painted.

Making modelsA very good way to gain anunderstanding of how abuilding or city is put together.

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AMETHODS M

Neighbourhood modelBuildings made from wood blocks and glued ontoa wooden baseboard. Good for displaying outsideand generating attention. Very durable. Need aworkshop to make one.

Method: Planning for Real. Scenarios:Community centre. Housing development.

FURTHER INFORMATION

Street modelBuildings made out of folded cardboard andglued onto a cardboard base board. Very flexiblebut not durable. Good focal point for designworkshops and interactive exhibitions.

House modelLarge-scale model using cardboard, allowingpeople to be involved in designing their homes toa high level of detail.

Room layout modelSimple cardboard model scaled to help peopledesign room layouts. The one shown was used byblind people designing a new centre for the blind.

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A METHODSN

Neighbourhoodplanning office

Neighbourhood planning offices provide animportant local focal point for communityplanning activity and make it easier to followup and sustain initiatives. Ideally everyneighbourhood should have one, but they areparticularly valuable in rundown areas orwhere there is a lot of building activity.

r Neighbourhood offices should be in a prominentlocation, preferably with a shop frontage.

r They provide a working base for all professionalsdealing with an area, a venue for meetings andworkshops and a first point of contact for localpeople on planning and building issues.

r They should be staffed by people with projectmanagement skills able to take a pro-active role inpursuing improvement initiatives.

Neighbourhood planning offices often work best if managed byan independent body or partnership. Avoid total communitycontrol or total local authority control.

Useful to base an office in a rundown building which can berenovated as a pilot project to stimulate other localimprovements. Great scope for volunteers and trainees to run anoffice once it is set up.

Combining a neighbourhood planning office with anenvironment shop, community design centre or architecturecentre can be a powerful combination.

$ Main costs: salaries, rent, heating, lighting, furniture andequipment. Costs can be reduced by seconding professional andtechnical staff and using volunteers to handle general enquiriesand administration. From US$15,000 to $150,000 per annum.

Local presenceArchitects set up office in a flaton a housing estate which theyare rehabilitating.

Demonstration projectBefore and after of a shop usedas a neighbourhood planningoffice and as a demonstrationfor improving street frontages.

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AMETHODS N

Sample layout Ideal layout for a well-resourced neighbourhoodplanning office with public shop/exhibition area,semi-public seminar room and private workspace.Minimum tolerable size: 375 square feet per floor(15 x 25). Even better if all facilities are on groundfloor. If resources are not available, make do withwhatever space you can find.

Resident resourceLocal residents looking through productcatalogues to specify design work on their homes.

Neighbourhood planning officeinformation systems 5 Community profile information5 Development plans5 Local history5 Local organisations and contacts5 Maps: varying scales5 Photos: Aerial, historical, current5 Planning applications5 Product catalogues5 Project files: A–Z5 Property files: Building or plot5 Statutory plans5 ................................................

Professional baseArchitect helps residents at a weekly surgery at anoffice manned by trainees and volunteers.

Methods: Architecture centre. Communitydesign centre. Environment shop.Scenario: Local neighbourhood initiative.

FURTHER INFORMATION

Ground floor: shop/exhibition

Second floor: workspace

First floor: meetings room

windowdisplay

windowdisplay

receptionmodel

of area

seating

storage

coffee mer

chan

dise

aeria

lpho

tovi

sibl

efr

omst

reet

scre

en

rece

ptio

n2

phot

ocop

ier

flexible table units overheadprojector

exhibition

slideprojector

wc

kitchen desks with shelving above and filing below

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A METHODSN

Newspaper supplement

Newspaper supplements are one of the mosteffective ways of spreading planning anddesign ideas to large numbers of people andgenerating public debate. They are particularlyuseful for presenting proposals from actionplanning events, especially if combined withother coverage before and afterwards.

r A working relationship is established between thosepromoting community planning initiatives and thelocal paper’s editors and journalists.

r Standard newspaper coverage is used to publiciseactivities and generate debate: news stories, featurearticles, letters, legal notices, guest columnists.

r Special supplements are used to provide in-depthcoverage of planning proposals and communityplanning activities.

r Feedback is generated through the letters pages,readership polls and follow-up features.

Persuade editors to allow design teams to help lay outsupplements. This forces architects and planners to communicatebetter and will cut the newspaper’s costs. It can also provide auseful educational experience for students.

Order extra copies and distribute to schools and to specificaudiences.

$ May well be free if newspaper treats supplement as a commercialventure and incorporates advertising. Subsidy may be required,particularly if extra copies are wanted. Full cost still cheapcompared with printing a special report. An 8-page supplementin black and white might typically cost around US$650 for 6,500copies, ie 10 cents per copy.

“Newspapers can play aninnovative role in citizenawareness of the planning anddesign process. They avoid thestigma of being considered anoutsider’s ‘propaganda sheet’ –a phrase sometimes attachedto planning documents andspecial publications.”Anthony Costello, Professorof Architecture, Ball StateUniversitySmall Town, Jan/Feb 1983.

Public profile for planningSupplement cover (above) andinside page illustration (below)showing analysis of an area.

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AMETHODS N

Advantages of a supplement Cheap. Inexpensive compared with producingand distributing a special report.

Coverage. Reaches a very high proportion ofthe population (in most areas).

Credibility. Has greater credibility than areport produced by consultants.

Familiarity. Feels less threatening than mostspecially produced planning reports.

Format. Large format allows drawings to bepublished at a reasonable scale.

Immediacy. Very quick publication anddistribution. The results of one day’s workshopcan be distributed the next day.

Skills. Brings expert journalistic skills to bear.

Clear graphicsDouble-page spread from a special 8-pagesupplement produced during a 3-day planningweekend. Published and distributed with the localpaper on the final day of the weekend, a fewhours before a public presentation by the designteam. Key features: concise writing; clear andunderstandable drawings; simple sequence.

Methods: Design assistance team.Participatory editing. Planning weekend.Scenario: New neighbourhood.

b Ball State University.9 Anthony Costello.

FURTHER INFORMATION

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A METHODSA

88

O

Open house event

Open house events allow those promotingdevelopment initiatives to present them to awider public and secure reactions in aninformal manner. They are less structured thana workshop and more informal than atraditional exhibition.

r Open house events can be organised at any stageof the design and development process by any ofthe parties. They can last from a few hours toseveral weeks.

r The venue will be arranged with a number ofdisplays on the proposals and options using avariety of interactive display techniques (see plan,right). Organisers will be present to deal withqueries and engage in informal debate.

r Material collected will be analysed afterwards andused to further develop the initiative.

Good way to gauge initial public reaction to developmentproposals or options. Particularly useful for getting publicinvolvement in proposals from a design workshop or planningday.

There is no need to present drawings in an elaborate way, butcareful thought needs to be given to highlighting the mainpoints and on determining how reactions are obtained. Wellworth engaging professional exhibition design skills if available.

Prominent on-site venues work best, for instance an empty shop.

$ Main costs: Hire of venue and exhibition material; staff time;design time (3 person days).

“I’ve been a councillor for 12years and I’ve never beeninvolved in an exercise like thisbefore. We should be doingthis for all of our towns insteadof development control whichis awful.”Leader of Waverley BoroughCouncilafter a design workshop andopen house event, 1997.

Inviting people inPavement sign encouragingpassers-by to visit an openhouse event in a vacant shopon the future of the area.

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AMETHODS A

89

O

Sample layout in shop unit

7 Table scheme displays. Use sticky dots tomake your views known on proposalsalready drawn up. Table scheme display.

8 Draw your own. Sketch your own ideaswith felt-tips on tracing paper laid over baseplans.

9 What next. Read about it.

10 Help. Sign up if you can offer any assistance.

11 Comments. Write on flipcharts anycomments not already covered.

12 Further information. Write your name andaddress if you want to receive furtherinformation as things develop.

1 Entry desk. Take Post-its, pens, sticky dots(Red=Dislike. Green=Like. Yellow=Not sure).

2 Welcome panel. Read about history and aimof present initiative.

3 Participant data. Stick dots on panels toshow where you live/work, age group andother relevant statistics.

4 Issues, goals and action needed. Use Post-its to make additional points to those listed.

5 Likes and dislikes. Put stickers on map to showfavourite and least favourite buildings/spaces.

6 Visions. Add Post-it comments to sketches ofarea visions (preferably before and after).

Relaxed atmospherePeople move freely from displayto display and hold discussionswith the organisers.

1

2

34

5

6

7

8

9 11

12

10

7 7

z

Methods: Elevation montage. Interactivedisplay. Table scheme display.Scenarios: Community centre. Derelict sitere-use. Inner city regeneration. Newneighbourhood. Town centre upgrade.Whole settlement strategy.

FURTHER INFORMATION

CPH pages 72-101 11/7/06 09:43 Page 89

The Law

of 2 Feet

The Law

of 2 Feet


A METHODSO

Open space workshop

Open space workshops provide a highlydemocratic framework for enabling any groupof people to create their own programme ofdiscussions on almost any theme withoutmuch preparation. They are particularly usefulfor dealing with general policy issues, forgenerating enthusiasm and for dealing withurgent issues needing quick action.

r A theme, venue and time are determined andpublicised by the organisers.

r Participants start by sitting in a circle and decidethemselves on the issues to discuss, using a simpleprocedure (see format, right) usually guided by afacilitator.

r Workshop sessions are self managed by theparticipants within a framework of simple principlesand ‘laws’ (see margin, left). Each workshopsession develops a list of actions required and whoshould take them.

r A report of the event is circulated to all participants.

The framework is flexible and can easily be adapted by thefacilitators or participants. The ‘principles’, ‘laws’ and timetablecan be adjusted to take account of local conditions and experience.

Good facilitation is important for setting up the workshop andgetting people started. Once up and running, the facilitator canfade into the background.

$ Main costs: venue, refreshments, stationery (A4 paper, largemarker pens, Post-it notes, flipchart paper and masking tape)and facilitator’s fee (if any).

The Law

of 2 Feet

The ‘Law of 2 feet’If at any time you feel you areneither learning nor contributing,move elsewhere (to anotherworkshop or to have a coffee).

The fourprinciples

• Whoever comes are theright people.

• Whenever it starts is theright time.

• When it’s over, it’s over.• Whatever happens is the

only thing that couldhappen.

“It was fantastic. I felt reallyheard. I learnt lots I didn’tknow about my local area, andwe created some brilliant ideasof what to do. I wish I hadbrought more of my friends.”Workshop participantHammersmith & Fulham.

Four principlesIn other words: participation isvoluntary; be relaxed abouttimetabling; move on whenthere’s no more to say; let goof expectations.

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AMETHODS O

Open space workshop formatFor minimum length session. For longerevents, workshops sessions and opensessions (steps 5 & 6) are repeated.

1 Preparation Set up the space as shown in sketch, right.

2 IntroductionParticipants sit in a circle. Facilitatorexplains purpose and procedure. (10 mins)

3 Opening circle – declaring issues Participants are invited to identify issuesthey want to convene workshops on.People write their issue on a sheet ofpaper with their name, read it out (“Myname is.... My issue is ......”) and place thesheet on the bulletin board in a suitableworkshop slot. Several issues can be dealtwith in one workshop if there are moreissues than slots. (15 mins)

4 Signing up Everyone gathers round the bulletin boardand signs up for the workshops they wishto take part in. (15 mins)

5 Workshop sessionsSessions take place. Results are recorded,usually as a simple list of actions requiredand by whom for each issue. These areposted on the bulletin board. (60 mins)

6 Open sessionGeneral debate in a circle afterrefreshment break. (30 mins)

5 Final plenary circleParticipants make any final statementsthey wish. (15 mins)

6 Report circulatedPreferably at the end of the event or thenext day. Needs only contain the actionpoints and responsibility for them.

Running time: 2.5 hours – 3 daysIdeal numbers: 20 to 500.

Creating an agendaParticipants sign up for which issues they want todiscuss in workshop groups, selecting from themenu created by the participants themselves.Reports from the workshops can later be postedon the same bulletin board.

Scenario: Local neighbourhood initiative.

” Open Space Technology

b Wikima.

9 Romy Shovelton, Adele Wilter.

FURTHER INFORMATION

Starting pointCircle of chairs; bulletin board with workshoplocations identified; timetable; posters of‘principles’ and ‘laws’.

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A METHODSP

Participatory editing

Participatory editing allows people to helpshape reports and news-sheets withoutnecessarily leaving their own homes. Reportshave a crucial role to play in crystallising theresults of community planning initiatives andcommunicating to others.

r The nature and structure of the product aredetermined by the organisers. A draft is drawn upby writers, editors, designers and illustrators.

r Drafts are circulated, or displayed, for comment.Participants make comments on the draft withcoloured pens or Post-its.

r Editors go through the comments and produce arevised draft which is approved by the organisers.The process is repeated as necessary.

Explain the process clearly at the outset. Stress that commentsare not automatically included but help the editors makeimprovements. Appoint one person as editor-in-chief to avoidlengthy wrangling in the event of disagreements. Collectiveediting sounds good in principle but rarely works well in practice.

Secure a good cross-section of participants. It is quiteextraordinary how few comments will normally be duplicated,even with many people responding.

Holding an ‘editing workshop’ can generate ideas that would notemerge from individuals. Use pages pinned up on the walls as abasis for discussion (p222).

Always circulate material as close as possible to its final form.Sending out text without pictures for instance has limited use.

$ Main costs: photocopying; binding; postage; time.

Dear.............

FOREST ACTION REPORTCOMMENTS PLEASE

A draft mock up of thereport arising fromthe recent designworkshop is enclosed.

Please let me haveyour comments bymidday Friday 4 Mayby tel., fax, post oremail.

Any reactions would beuseful. But the besthelp would be if youcould mark up allcomments as proposedalterations in red penon the draft andreturn it. And, ifpossible, let me haveany long sections ofnew copy by email so Ican cut and paste itto reduce the chanceof typing errors.

The editing team willproduce a reviseddraft and there willbe a final opportunityto see and discussthis on Saturday 5 Mayfrom 2 to 6 at thewarden’s office onHill Street.

Your help will ofcourse be acknowledgedunless you let me knowto the contrary.

sincerely

Report Editor

Participation by post andemailSample letter invitingcomments on a report.

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AMETHODS AP

Sample report structureSimple format which works in most situations.

1 Recommendations (1,2,3 etc. The onlything many people will read)

2 The Way Forward (issue 1, issue 2 etc.summary paragraphs)

3 Background (why the report is necessaryand how it was produced)

4 Issues (Main issues in depth – optional)5 Ideas (Everything suggested even if not

agreed by everyone – optional)6 Proposals (what should happen – in detail)

Appendices (may be separate document)A Workshop notes B CreditsC Other relevant info

Tips on producing reports• Keep the structure simple.• Be concise. People don’t read much.

Lengthy reports are only useful formassaging egos. Concentrate on gettingthe argument right. Using bullet points andheadings will help this.

• Be visual. Good images are worththousands of words. ‘Before and After’images are particularly good for conveyingproposed changes.

• Using short quotes or ‘soundbites’ frompeople can be very powerful.

• Make sure you credit everyone accurately.

Workshop report structureSimple format to avoid tedious blow-by-blowaccounts and assist with compiling reports.

1 Workshop title.2 People present – name and organisation.3 Issues raised – heading and bullet points.4 Proposals – heading and bullet points.

Methods: Design assistance team. Localdesign statement. Scenario: Planningstudy. See also editing workshop formaton page 222.

FURTHER INFORMATION

Making commentsSpecific suggestions foralterations marked on a draftare more useful than generalcomments (example shown isfrom a draft of this book).

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A METHODSP

Photo survey

Photo surveys help groups develop designideas by taking and discussing photos of theirexisting environment. They can be used as partof a wider community profiling or actionplanning event or as an independent exercise.

r Participants go around their neighbourhoodindividually or in teams, taking photos of places andimages according to a general or specific theme.

r After processing, the photos are sorted, selectedand placed on large sheets of blank paper or maps.Photos can be grouped or cut up and commentsmay be added using Post-its or felt tips.

r The completed sheets or maps are used as a basisfor discussion, analysis and design.

Undertaking the whole exercise in one stretch builds a usefulmomentum but requires polaroid cameras, a fast developmentservice (over lunch perhaps) or digital cameras and computers.Letting people take photos individually over a week can allowmore thought but requires more self discipline.

If not done automatically, record negative numbers on the backof prints before they are used. Get two sets of prints and keepnegatives safe.

Before and after photos can be highly effective. Dig out historicalphotos and take new ones from the same spot.

After the photo survey is completed it can be useful to introducephotos from other places and make comparisons.

$ Film and processing are expensive. If budgets are tight, give onefilm to each team and ensure the camera gets handed around.Using digital cameras is cheaper but requires more initialinvestment in equipment.

“I was surprised how thephotographs added a newdimension to everyone’sperception.”Ning Tan, facilitatorPhilippine workshop, 1995.

Taking photosMaking images of what isimportant for you in the localenvironment for sharing withothers.

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AMETHODS P

Methods: Elevation montage. Localdesign statement. Mapping.Scenario: Village revival.

b Countryside Commission.

Peter Richards, Deike Richards, DebbieBartlett.

FURTHER INFORMATION

Photo survey process

Assuming a rapid 1-hour film processingfacility is available nearby. If not, usepolaroid cameras or split into 2 sessions.

1 Briefing. Agree prioritiesBriefing by facilitator. Agreement ofobjectives, timescales and themes. Theme examples: • memorable places and images;• beautiful places, ugly places;• places to be alone, to socialise, to play;• private places, public places;• ugly buildings, beautiful buildings;• threats.Divide into teams and hand out camerasand film. (30 mins).

2 Take photographsTeams go round taking photos. (Teams canhave the same or different themes.)(1 – 3 hours, depending on size of area)

3 Process films during lunch breakPrints produced – standard size are fine.(1.5 hours)

4 Prepare presentationTeams arrange photos on boards or papersheets. Symbols and words added on Post-its to record comments, feelings andevaluations. Relevant photos groupedtogether. When completed (or time up)photos pinned or glued down. Sheetsnamed and put up on wall. (1 hour)

4 ExhibitViewing of exhibits. Tea break. (30 mins)

5 PresentationEach team presents their images andconclusions to a plenary session. Debateand discussion. Areas of agreement anddisagreement recorded. (1 hour)

Ideal numbers: 6 teams of 6–8 max

Running time: 5.5 hours minimum.

Sorting photosVillagers place photos of their own houses on alarge map as an early step in a week-longplanning workshop.

Cutting up photosPhotos being cut up and pasted on a large mapto create a jigsaw display. Using this technique,people contribute photos which they thinkcharacterise their particular area. These are cut upto fit the given area of the map (perhaps a parishor plot). The end result is a vivid pictorialcomparison of how people see their locality.

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A METHODSA

96

A METHODP

Planning aid scheme

Planning aid schemes provide free andindependent planning advice to groups orindividuals who cannot afford to employ aconsultant. They aim to give people theknowledge, skills and confidence to deal withthe planning system and to become involvedin wider planning issues.

r Planning aid schemes are normally set up and runby national or regional professional institutions.

r A register of qualified professional plannersprepared to volunteer their time is established.

r People needing help are put in touch with thenearest suitable volunteer on the register.

r The volunteer assists as much as possible, referringqueries to the authorities or consultants if appropriate.

r As schemes become well established they mayemploy paid workers, establish telephone helplines,produce publications and become more pro-activein encouraging community participation.

Government grant assistance is useful for setting up andadministering planning aid systems.

Producing information sheets on the planning system and commonproblems and issues can make the volunteer’s job much easier.

Need not be restricted to planners. ‘Architectural aid’, ‘Surveyingaid’ and so on can also be very valuable.

$ Setting-up costs: administration in compiling register; distributingpublicity material. Ongoing costs: dealing with enquiries.

Promotion leafletsIngredients: Title; Areacovered; What planning aid is;What kind of help can begiven; How much it will cost;Examples of help given; Whoto contact.

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AMETHODS A

97

P

Planning aid advice serviceschecklist

5 Appealing against a refusal of planning

permission.

5 Appearing at a public inquiry.

5 Applying for planning permission.

5 Drawing up community plans and local

design statements.

5 Guidance on development proposals and

specific site problems.

5 How the planning system works.

5 How to find information and contact the

right people.

5 Objecting to or supporting a planning

application or planning appeal.

5 Putting forward your own views when

local plans are being prepared.

5 The rights of an individual or group on

planning matters.

5 The need for planning permission.

5 Understanding enforcement procedures.

5 Understanding the many types of

development plans.

5 Using the most effective public

participation methods.

5 .........................................................

.........................................................

Scenario: Regeneration infrastructure.

b Royal Town Planning Institute (NationalPlanning Aid Co-ordinator).

FURTHER INFORMATION

Benefits for professionals

• Opportunity to take part in a wide range ofactivities including environmentaleducation.

• Satisfaction in helping people participate inthe development of their communities.

• Useful source of continuing professionaldevelopment.

• Valuable insight into the planning systemfrom a user’s point of view.

National officeOverall schemepublicity andfunding.

Governmentfunding

Regional officesRegister of localprofessionalvolunteers. Local publicity.

Professionalvolunteers

Planning aid networkThe scheme is coordinated by the national officeof a professional institution. Regional branchespublicise the scheme locally and maintainregisters of professional planners willing to workin a voluntary capacity.

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P METHODSP

Planning day

Planning days are a good way for getting thekey parties to work creatively together todevise and explore options for a site,neighbourhood or city.

r Participants will normally be personally invited bythe event instigators. The aim is to have a cross-section of main stakeholders.

r A briefing pack is sent to all those attending. Aswell as setting out the aims of the day, the pack willcontain background information about the area andthe development process so that everyone starts theday with the maximum up-to-date knowledge.

r Workshop formats are designed to encourage thedevelopment of creative ideas (Design workshop).

r Facilitators will often be from outside the area toprovide a measure of independence.

r A printed summary is produced as soon as possibleafterwards and the proposals may be exhibited to awider public (Open house event).

Personal invitations can ensure a balanced attendance. But avoidcriticism of exclusivity by having spare places for others.

One-day events can generate a wealth of information and ideaswhich can easily be lost. Make sure there are resources availablefor recording, presenting and following up the results.

Holding an ‘awareness raising’ day (glossary) a couple ofweeks beforehand can be helpful to generate momentum.

$ Main costs: venue, catering, organiser’s time (10 person daysminimum), facilitator’s fees.

Dear___________,

I have pleasure ininviting you toparticipate in a specialplanning day on Tuesday25th April at 25 HighStreet. A timetable,guest list and briefingpack will be sent outprior to the event.

The aim is to helpdevelop practical butexciting developmentoptions for the area andencourage furthercollaboration betweenthose concerned. Theoutcome will form thebasis for wider publicconsultation shortlyafterwards.

The format of the day hasbeen carefully designedto achieve results. Aswell as all major localstakeholders we are alsoinviting a few specialistadvisors to provide thebreadth of inputrequired. If there areothers you think shouldbe present, please let meknow, though space islimited.

To help us in makingarrangements, pleaseconfirm that you canattend.

Yours sincerely

“We need more events like this.”Participant, Planning dayOxpens Quarter Initiative,Oxford, 1997.

Sample invitation letter

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AMETHODS AP

Sample planning day timetable

Ideal numbers: 40–80 Larger numbers comfortable ifenough space and facilitators; 10 max per workshop.

10.00 Arrivals and coffeeViewing of display material.

10.30 Introductions and briefings

11.00 Briefing workshops: issues andopportunitiesParticipants allocated to one of fourworkshop groups, eg:1 Transport (access and movement)2 Activities (land uses)3 Strategic issues (regional context)4 Quality of life (environment)

12.15 Plenary sessionReport back from workshops

12.45 Lunch and site walkabouts

Workshop sessionsParticipants divided intogroups working round tableswith flipchart to one side.

Plenary sessionsReporting back from the workshops

with drawings and flipchart sheetspinned on the wall.

Methods: Briefing workshop. Designworkshop. Newspaper. Scenarios: Innercity. Planning study. Town centre.

14.00 Design workshops: options andproposals Participants work in one of severaldesign workshop groups focusing ondifferent aspects of the site, eg:1 Regional context 2 Town context3 The site 4 River edge 5 New square?

15.15 Plenary sessionReport back from workshops.

15.45 Tea

16.15 Next stepsPlanning future activity.

17.30 Presentation To councillors, press.

18.00 Reception

FURTHER INFORMATION

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A METHODSP

Planning for Real

Planning for Real uses simple models as a focusfor people to put forward and prioritise ideason how their area can be improved. It is ahighly visible, hands-on community developmentand empowerment tool, which people of allabilities and backgrounds find easy andenjoyable to engage in.

r A large 3-dimensional model of a neighbourhood isconstructed, preferably by local people, usingcardboard cut-outs for buildings pasted onto a baseplan fixed to polystyrene or cardboard.

r The model is used at pre-advertised sessions held invarious locations in the community.

r Participants place suggestion cards on the modelindicating what they want to see happen and where(eg playground, parking, standpipe, tree, shopping).

r The cards are sorted and prioritised to establish anaction plan which is followed up by working groups.

Kits with building cut-outs and cards can be purchased (furtherinfo), or you can make up your own using available materials.

Events work best if facilitated by someone who has done itbefore but the basic idea is easy to pick up from the kits. Thekits’ manufacturers – the Neighbourhood Initiatives Foundation –recommends that users should be fully trained by them.

The model kits are good for generating interest and creating aninitial vision. After that they need some creative adaptation ifthey are to be used for detailed design.

$ From US$800 (venue and materials) to $24,000 (trainedfacilitator to prepare for several months).

Suggestion cardsThese can be pre-preparedwith blanks for people to addany ideas of their own. The useof colour and visual symbolsmakes the process accessible tothose with low literacy levels.

“Compromise and consensusbecome easier becauseeveryone’s line of visionconverges on the subjectmatter – the model itself –allowing for practical ways ofnon-threatening communicationand participation.”Neighbourhood InitiativesFoundationleaflet, 1997.

Priority cardsThese are used to record allsuggestions and their locations.

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AMETHODS P

Typical Planning for Realprocess

1 Initiation. Define area. Set up SteeringGroup. Get support. Purchase model pack(optional) or gather materials. (3 months)

2 Make model. A collective exercise bySteering Group, often with school childrenor students. Usually to a scale of 1:200 or1:300 – which allows people to identifytheir own homes – and in sections so thatit is easily transportable. (2 days)

3 Publicise activity. Take model around thearea to generate interest. (2 weeks)

4 Training session. Run through processwith Steering Group. (2 hours)

5 Open sessions. One or more times in different locations. • People gather around model.

Introduction by facilitator explaining objectives and process. (10 mins)

• Participants individually place suggestion cards on the model. Professionals watch and answer questions but do not take part. (30 mins)

• Participants discuss results and rearrange cards until collectively happy with the result. (30 mins)

• Participants record results, usually on priority cards setting out the suggestion and its location. (30 mins)

• Participants prioritise suggestions byplacing priority cards on Now, Soon or Later boards and identifying who should take action. (30 mins)

• Discussion on next steps and establishing working parties on the main issues. (20 mins)

(Total: 2.5 hours – possibly broken up intoa series of separate drop-in ‘suggestions’sessions, and then a prioritising session.)

6 Working parties. Follow up suggestions. (2 months)

7 Feedback. Circulation of newsletter. (1 month)

Making suggestions Participants mill around the model, and maketheir views known by placing pre-written or self-completed suggestion cards onto it.

PrioritisingWorking in small groups, participants order thesuggestions by placing cards onto a chart which isdivided into three bands –‘Now’, ‘Soon’, ‘Later’ –on one axis and those who should be responsiblefor taking action on the other.

Method: Models. Scenario: Inner city.

” Building Design Pack. Do-ers Guide toPlanning for Real. Planning for RealCommunity Pack. Planning for Real – theVideo. Power in our Hands.

b Neighbourhood Initiatives Foundationsupplies kits with instructions.

Margaret Wilkinson. ‘Planning for Real’®is a registered trademark of theNeighbourhood Initiatives Foundation.

FURTHER INFORMATION

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P METHODSP

Planning weekend

Planning weekends are an elaborate but highlyeffective way of generating momentum forchange and getting all parties involved inproducing a plan of action for a site,neighbourhood or city.

r Planning weekends comprise an intensive andcarefully structured programme of activitiesspanning a weekend. They usually last for 4 fulldays – Friday to Monday – but may be longer orshorter. The main workshop sessions are open tothe general public.

r The weekends are facilitated by a multidisciplinaryteam. This may be comprised of outsiders or localsor a combination of the two.

r The end result is a set of proposals for action whichis presented to the community on the last eveningand produced in exhibition and print form.

Planning weekends – often called community planning weekends– work best when there is at least 6 months preparation time anda commitment by all parties to follow up afterwards.

The most effective long-term results are likely to be when eventsare organised locally with back-up and support from people whohave done it before.

Employing a local resident as event co-ordinator can help ensurelocal support and follow-up.

Get journalists involved, ideally as Team members.

$ Average costs: US$30,000 excluding organisers’ time andassuming team members come free. Professionally organisedevents can cost over $100,000. Locally organised events can bedone for under $15,000.

Briefing Team members are briefed bycommunity leaders and officialsat the start of a planningweekend.

Public presentationTeam members present theirproposals for the area to apublic meeting after fourintensive days of workshops,brainstorming and teamworking.

“In many ways, the process hastransformed the way thatAmericans shape communitydevelopment policies and takethose actions that most directlyaffect their community’sgrowth or change.”American Institute ofArchitectsR/UDAT Handbook, 1992.

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PMETHODS P

Planning weekend timetableSample for a 4-day event. Customise.

THURSDAY

14.00 - 18.00 Setting upRoom layout. Equipmentdelivery. Sign making.

18.00 - 20.00 Organisers’ final meeting

20.00 - 22.00 Team arrivals

DAY 1 FRIDAY

10.00 - 10.30 Event launch/introductionWelcome by hosts.

10.30 - 12.30 ReconnaissanceTour of area by bus, train,plane or foot with visits tointerest groups.

12.30 - 13.30 Buffet lunch

14.00 - 17.00 BriefingsShort presentations by keyinterested parties outliningopportunities and constraints.

18.00 - 19.00 Team review meeting

19.00 - 20.00 Dinner and social

DAY 2 SATURDAY

9.00 - 10.00 Team briefing & preparation

10.00 - 11.30 Briefing workshops 1 Open to all. Several parallelgroups, ending with a plenaryreport back.

11.30 - 13.00 Briefing workshops 2

13.00 - 14.00 Lunch & walkabouts

14.00 - 15.30 Design workshops 1 Open to all. Ending withplenary report back. Inparallel groups of 10-15.

15.30 - 17.00 Design workshops 2

17.00 - 19.00 Breather Minute writing, exercise.

19.00 - 23.00 Team brainstorm dinner

DAY 3 SUNDAY

11.00 - 12.00 Team editorial meeting Presentation structure. Production strategy.

12.00 onwards Report, exhibition and slideshow production Writing, editing, drawing,slide making. Review sessionsas necessary. Team only. Sleepand eat as and when possible.

DAY 4 MONDAY

All day Report, exhibition and slideshow production

Late as possible Report to printers

Late as possible Colour slides processing

All day Clearing up

Tidying and packing up.

19.00 - 21.00 Public presentation

Slide show. Discussion. Formalthanks. Distribution of report.

21.00 - 23.00 Farewell social event

Ideal numbers: 100 – 250. Team: 10 – 30Larger numbers can be catered for if enoughspace and workshop facilitators.

Methods: Briefing workshop. Designworkshop. Scenarios: Inner cityregeneration. Local neighbourhoodinitiative. Newspaper supplement.

” Action Planning. Creating a DesignAssistance Team for Your Community.

FURTHER INFORMATION

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A METHODSP

Prioritising

Prioritising is a way of placing in order ofpriority what needs doing and when. This is animportant aspect of all decision-making andoften needs to be done as a group activity ifthe results are to be generally agreed on.

r The various options are worked out usingbrainstorming, surveys or other methods.

r A graphic format is selected to allow the prioritisingof options to be simply and visually displayed. Thereare many ways of doing this, including the threeexamples shown on these pages (and on pages 36-37, 71 and 78-79).

r After discussion of the issues, and perhapspresentations, participants make individual choicesusing stickers or cards.

r The results are analysed and provide the basis fordecision-making or further discussion.

Often worth allowing people an opportunity to change theirvotes after seeing how others vote and discussing the results.This allows people to think through situations which are oftenquite complex.

Facilitator’s skill is finding the appropriate graphic format for theissues being considered.

Great scope for using computers to process results, especiallywhere large number of people and choices are involved.

$ No significant costs involved apart from facilitator’s fees if any.

We can do iton our own

We can do itwith a little help

We can do itwith help plus some money

We can do itjointly with the local authority

We cannot do itbut can tell thelocal authority or other agency what needs doing

Who else couldhelp?

NO

WSO

ON

LATE

R

Prioritising projectsMatrix for placing cardsidentifying possible projects oractions needed.

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Fence prioritising method Way for a group to arrive at a majority viewon issues where there are conflicting options.Likely to be done after presentations, anddiscussion of the issues involved.

1 A list of issues is prepared, perhaps by aconsultant.

2 The issues are illustrated graphically on lineswith a ‘fence’ in the middle (see below).

3 Participants discuss each issue in turn. Afterdiscussion, each participant places a dotsomewhere along the line. A dot placedtowards the end of a line indicates strongagreement for the given option. A dot inthe middle indicates no strong views eitherway (ie ‘sitting on the fence’).

4 The strongest concentration of dots (or themean position of the sum of all the dots) istaken as the collective view.

Example below: planning a new settlement.

Neighbourhoods. Based No identifiable on 5-minute walk (400m) neighbourhood structure

Shopping. Small retail Larger retail centrescentres you can walk to you can drive to

Roads. New road with New road as by-pass50km/hr speed limit with 80km/hr speed limit

Streets. Interconnected streets Curvilinear street systemwith calmed through-traffic with cul-de-sac streets

Working/Living. Mixing Separate workingworking and living places and living places

Integration. Development New self-contained linking with surrounding area communities


AMETHODS P

Wheel of fortune groupprioritising methodWay for a group of people to collectivelyrank up to 20 competing priorities.Suitable for a workshop or public meeting.

1 PreparationLarge sheets of paper are taped togetherto create a big square on the floor or atable. The bigger the group, the larger itneeds to be. A large circle is drawn on thepaper, divided into as many slices as thereare options. Each slice is labelled.

2 Coloured sticky notesParticipants are each given 3 cards or Post-it notes. Different colours can be given topeople representing different interestgroups.

3 Voting Participants vote for their top threepriorities by placing their cards or Post-itsin the relevant slice.

4 Discussion and recording Votes are counted and recorded for furtherdiscussion.

The process is repeated with differentgroups.

Ideal numbers: 10 – 15Running time: 20 minutes

Methods: Design workshop. Ideas comp.Microplanning. Planning for Real.

9 Matrix: Neighbourhood InitiativesFoundation. Wheel of fortune: RobinDeane, 1066 Housing Association. PeterRichards, Deicke Richards Architects.

FURTHER INFORMATION

FEN

CE

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P METHODSP

Process planning session

Process planning sessions allow people towork together to determine the most suitablepublic participation process for their particularsituation. It is particularly useful to hold themat an early stage in a community planninginitiative and then at periodic intervals.

r As many as possible of the key interested parties or‘stakeholders’ are invited to ensure that theoutcome is supported by all parties.

r Participants are introduced to the various optionsavailable and helped to design a process of theirown, usually by an external facilitator.

r A formal workshop format is normally followed(example in box, right) to make the procedureequitable and transparent.

r Sessions are held periodically whenever there is aneed to review the overall process.

Make people feel comfortable and relaxed. Spanning lunch canwork well for officials and business people with participantsseated around circular tables. Evening sessions spanning a buffetsupper will normally work better for residents.

Be on guard for sabotage by those who don’t want any kind ofprocess to take place.

Showing slides or videos of methods in use is usually a good wayto generate enthusiasm.

Invite external facilitators to present options, but keep ownershiplocal from the start.

$ Main costs: Venue; catering; fee for presenter.

Evening sessionPolice, residents and otherstakeholders taking part in anevening process planningsession in a community centre.It led to an action planningweekend seven months later.

ANYWHERE FORUM

All members of the Anywhere Forum are invited to a

slide show and workshop to plan a strategy for

involving local people in regeneration initiatives

Monday 17 February 7–9.30pmat Anywhere Community Centre

THIS MEETING IS IMPORTANT FOR THE

FUTURE OF ANYWHERE

Please come if you can

Contact: Joan Simms, Secretary,

Anywhere Forum, 227 Farley Way

Tel: 444777

COMMUNITY

PLANNING FOR

ANYWHERE

REGENERATION?

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PMETHODS P

Process planning sessionsample format

1 IntroductionsFacilitator explains event objectives andstructure. Everyone says briefly who theyare and what their hopes are for thesession. (15 mins)

2 PresentationSlide show or video of possible processesto provide inspiration. (45 mins max)

3 AimsShort debate on overall objectives andspecific constraints. (15 mins)

4 Refreshment break

5 Individual ideasPeople fill in a process planner (box, right,or p166-71) OR develop their ideas on ablank sheet of paper. (10 mins minimum)

6 Group ideasPeople are divided into groups (4 – 8 ideal).Individuals present their idea to group.Group votes to pursue one idea only anddevelop it further. (20 mins min)

7 Report backEach group makes semi-formalpresentation of their idea to plenary of allparticipants. (5 mins each group)

8 SelectionVote on which idea to pursue and thendiscuss improvements and next steps.(10 mins minimum).

Ideal numbers: 16 – 20.Larger numbers no problem.

Running time: 2 – 4 hours. 3 hours comfortable.

Note: This format can also be used forgeneral training purposes with no specificlocation or issue in mind.

Lunchtime sessionOne of four tables at a working lunch for keyplayers (property owners, authorities, amenitygroups) to determine a development process for amajor town centre regeneration initiative. It led toa design workshop and open house event oneyear later.

Sample process planner Customise and leave space for responses.

Aims1 What do you want to achieve? ________2 What are the main issues? ____________3 What geographical area are you

concerned with? _____________________

Process4 What methods do you favour? ________5 When should activities take place? _____6 Who are the key people to involve? _____7 What expertise do you need? _________

Organisation8 Which organisation/s should lead? ____9 Who else should help? _______________

10 How much will it cost and who pays? __11 Who does what next? _______________

12 Other thoughts and ideas ____________

Getting started p6. Useful formatspp166-171.Scenarios: Local neighbourhood initiative.Planning study. Town centre upgrade.

FURTHER INFORMATION

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A METHODSR

Reconnaissance trip

Reconnaissance trips involve direct inspectionof the area being considered by mixed teamsof local people and technical experts. They areused to familiarise everyone with the physicalenvironment and key issues at the start ofmany community planning processes and toreview progress at intervals.

r A route is carefully planned to include key localfeatures and issues. The route may be walked ortoured by bus, boat or other forms of transport. Itmay include visits to buildings or facilities.

r The trip is undertaken by a mixed group of localpeople and technical experts. Usually a team leaderwill direct the group and determine the pace.

r The group make notes, sketches, take photos andtalk informally to people in their own setting. Theymay check existing plans for accuracy.

r At the end of the trip a debriefing is held, and thenotes and other materials compiled into a formuseful to the next stage of the planning process.

Where little information exists, the route can be planned with aview to producing a specific ‘transect’ diagram or map (see right).

Groups of more than 15 can be unwieldy. Split into smaller groups,perhaps taking different routes and comparing notes afterwards.

Viewing from a hill or high tower is particularly useful. If fundsallow, a trip in a helicopter or light aircraft can be worthwhile.

Good opportunity for engaging with media, especially TV.

$ Main costs: Transport; organiser’s time.

Tour of neighbourhoodWell planned route map withimportant features marked(above). Viewing from the air,with the media and on theground (below).

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AMETHODS R

Reconnaissance trip timetableSample for a complex trip lasting most of aday with advance planning.

1 Briefings. By a number of key parties (in ahall or meeting room).

2 Bus. Tour of wider area. Commentary bylocal residents and planners. Stops at highviewing point and key buildings and sites.

3 Lunch. In a local bar with business people.

4 Walk. Around central area. Semi-structuredinterviews with traders. Detailed checkingof land use plan.

5 Tea. At a community centre with localresidents. Discussion.

6 Visit. To arts centre. Viewing of local craftsexhibition. Discussion with artists.

7 Team meeting. Debriefing and review.

Transect walk formatFor a simple walk where little informationexists and with little advance planning.

1 Select people. Decide who will do thewalk. Ensure a cross-section of interests.

2 Decide route and issues. Plan a routewhich covers the issues underconsideration (eg land use changes,development pressures, hazards).

3 Walk. Walk the route making sketches,taking notes, holding informal interviews,taking photos.

4 Construct profile. Compile all notes andsketches. Prepare a profile in map ordiagram form.

5 Display. Use profile as a basis forconsultation and planning.

Historical community profileDiagram resulting from a transect walk showingthe evolution of the landscape over the lastcentury.

Looking roundExploring and discussing a site proposed fordevelopment and a factory in a proposedconservation area.

Methods: Diagrams. Design assistanceteam. Mapping. Planning weekend.Review session.Scenario: New neighbourhood.

FURTHER INFORMATION

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A METHODSR

Review session

Review sessions are a useful way ofmonitoring progress and maintainingmomentum. They can be held weeks, months,or even years after an action planning event orother community planning initiative.

r Background material is produced evaluating theoutcome of initiatives and reviewing progress.

r All those involved in previous activity are invitedback to a session, normally lasting for one day.Invitations can also be sent to those who may wishto become involved in the future.

r A programme is designed to review progress,evaluate earlier initiatives and determine the nextsteps (see sample timetable, right).

r A report of the session is written up and circulated.

Timing is important. Holding a review session too soon will bepointless. Left too long and you may lose momentum.

Make it an enjoyable event by including opportunities forsocialising and networking.

Evaluating precisely what outcomes have resulted from anyparticular initiative is always difficult because there are so manyvariables. No one is likely to have the whole picture. Produce adraft of the Progress Monitor (p170) and circulate it for comment.

Good opportunity to get new people and groups on board,particularly those feeling excluded by not being involvedpreviously.

$ Main costs: venue, preparation, travel costs, refreshments.

ReunionCakes made by a local residentset the tone for team membersreturning to the scene of anaction planning event for areview session.

Was it a usefulthing to do?

What did itachieve?

How could wehave done itbetter?

What happensnext?

Sample briefFor a review session on anaction planning event.

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AMETHODS R

Review Session Timetable

10.00 Arrivals and refreshmentsViewing of display material.

10.30 WalkaboutTo observe progress on the ground.

11.15 Report backBy those undertaking initiatives.

12.15 Evaluation sessionsGeneral review as a group.

12.45 Lunch (plus evaluation sessions for specialgroups, eg external team members).

14.00 Next stepsList actions needed now and by who.

15.15 Refreshments and networking

Ideal numbers: 30 – 40

Reviewing progressTeam members and participants of an actionplanning week meet 16 months later to reviewprogress and plan further initiatives.

O Scenarios: Inner city regeneration. Localneighbourhood initiative. Village revival.Useful formats: Progress monitor.Evaluation form.

b Mount Wise Action Planning.

9 Dick Watson

FURTHER INFORMATION

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A METHODSR

Risk assessment

Risk assessment involves analysing threats (or‘hazards’) facing a community. It should ideallybe used in all planning – since most communitiesface some kind of threat. But it is mostnecessary for vulnerable communities prone tonatural or human-made disasters.

r Risk assessment comprises three elements:

• hazard analysis – understanding what hazards exist, the likelihood of them occurring, their likelyintensity, and their effect.

• vulnerability assessment – understanding who or what is vulnerable to the hazards.

• capacity assessment – understanding what capacities exist within the community to reduce vulnerability.

r A range of methods can be used to make it easy forcommunities to make their own risk assessments asa basis for taking action to reduce risks (see boxright). Most involve group work, preferably withtrained facilitators.

r The end result is a clear understanding by thecommunity of the nature and scale of the risks itfaces. It is then possible to determine what isneeded to reduce the risk; for instance new localinitiatives, outside resources, technical expertise.

Big benefit is in obliging planning to consider natural and human-made hazards and infrequent threats all too often ignored.

Involve local emergency services; an invaluable source of knowledge.

$ Varies depending on approaches adopted and numbers involved.

Is your community ever

threatened by:

5 Accidents (car, rail, air)

5 Armed conflict

5 Civil unrest

5 Cyclone

5 Deforestation

5 Drought

5 Earthquakes

5 Environmentaldegradation

5 Epidemics

5 Fire

5 Flooding

5 Migrations (forced)

5 Over-development

5 Pests

5 Pollution

5 Tidal waves

5 Tornadoes

5 Tourism (excessive)

5 Traffic congestion

5 Tribal wars

5 Typhoon

5 Volcanic eruption

Hazards checklistTypical hazards that may face acommunity but are oftenignored until it is too late. Theyrange in seriousness but thesame principles for assessingand reducing risks apply to all.

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AMETHODS R

Some participatory riskassessment methods

Hazard and risk mappingLocating hazards on maps along with people,buildings and infrastructure at risk from thosehazards (Mapping).

Simulation exercises Acting out the effect of possible hazards.Either to assess the impact of new initiativeson existing risk levels or to understand theimpact of past hazards (Simulation).

Hazard or threat rankingPrioritising the importance of various hazardsaccording to community perceptions andneeds (Community profiling).

Vulnerability and capacity analysisCompiling a matrix of a community’svulnerabilities to, and capacities to cope with,each hazard identified (see example, above).

Method: Community profiling. Mapping.Simulation.Scenarios: Disaster management. Shantysettlement upgrading.

” Rising from the Ashes


FURTHER INFORMATION

Completing a vulnerability and capacitymatrixGeneral and risk-specific information fromsecondary sources and community profilingsessions is ordered into categories and placed in amatrix as shown above. This is usually done ingroup sessions using a large wallchart. A separatematrix is completed for each hazard. Separatecharts can be completed for men and women andfor different ethnic groups. Completed matricescan be used to test a proposed initiative’s impacton a community’s vulnerability and capacity, andto monitor it during implementation.

Vulnerability and capacity matrix

POTENTIAL HAZARD VULNERABILITIES

· Houses & farmland inlow lying areas.

· Water supplies easilycontaminated by floods.

· Food supplies get cut.

· People in outlying areas(15 families).

· Migrant workers.· People unable to swim

(particularly women).

· Individualism.· Lack of community

spirit/cooperation .

CAPACITIES

· People have boats tosave belongings.

· Identifiableevacuation centreexists.

· People’s organisation atcommunity level.

· Warning system exists.Disaster responsecommittee functions.

· New positive attitudeby young people.

· Voluntaryorganisations.

Flooding

PHYSICAL and MATERIALWhat is vulnerable?What resources exist to address vulnerability?

SOCIAL and ORGANISATIONWho is vulnerable?What resources exist to make them less so?

MOTIVATION and ATTITUDEWhat attitudes lead to vulnerability?What capacities exist to improve the situation?

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A METHODSR

“It’s a wonderful format; thisteach-in on matters that we allhave opinions about withpeople who areknowledgeable. It’s started adiscussion that’s desperatelyneeded about taking control ofour own environment. May thedebate roll on.”Roger de Freitas,Hammersmith SocietySummary Symposium,Architecture FoundationRoadshow, 28 May 1998.

Roadshow

Roadshows combine a series of workshops,exhibitions and a symposium to generateprofessionally produced urban designproposals based on local people’s wishes. Theyare a good way of generating a critical mass ofenergy for securing wide debate and animpetus for implementation.

r An overall theme is agreed by the organisers (suchas vacant sites or rundown estates) and a numberof sites in a neighbourhood selected for attention.

r Teams of professionals are selected by opencompetition to prepare improvement schemes foreach of the selected sites.

r The chosen teams facilitate design workshops withlocal residents, prepare proposals and present themin an interactive exhibition.

r A final, highly publicised symposium is held todebate the results and generate momentum for thescheme’s implementation.

Roadshows are most likely to succeed if organised by anindependent body with the active support of the local authoritiesand community groups.

Other publicity and involvement activity undertaken at the sametime (eg school workshops, video soapboxes, radio phone-ins)can help generate momentum.

$ Main costs: organisers’ time (3 person months at least); publicitymaterial, fees for design teams (optional); venue for symposium.

Sample advertising leafletKey components: Mapshowing sites; times andlocations of workshops,exhibitions and symposium;details of organisers, sponsorsetc; aims and objectives.

7 March

1 North Road

14 March

2 Middle Street

21 March

3 College Road

28 March

4 Park Street

4 April

5 Lower Road

8–26 May

Public

Exhibition

Shopping

Centre

Friday 29 May

6pm–8pm

Symposium

Town Hall

Organised by

Roadshow Events

2

5

3

1

4

ANYTOWN ROADSHOWIMPROVING STREETSCAPE

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AMETHODS R

Sample roadshow timetable

Jan-Mar Preparation. Decide on area,theme and sites. Secure supportfrom key groups, and funding.Prepare format and logistics.

Apr Announce competition fordesign teams. Open competition toselect professional teams.

June Select teams. Based on ability towork with local communities as wellas on technical ability.

July Official public launch.To secure media publicity.

Aug-Sep Public workshops. To brief designteams (one workshop for each site).Schools programme. Workshopsgenerating proposals from children.Video soapbox. Prominentlylocated to gain views of wider public.

Oct Design time. All-day crit for alldesign teams and key localstakeholders to share approachesprior to finalising proposals.

Oct Exhibition of proposals.With provision for people tocomment. Preferably held at on-sitelocations as well as at a locallyprominent venue where thesymposium is to be held.

Oct Symposium. With high profilespeakers and media.

Nov Scheme revision. In the light ofcomments.

Dec Report published.

Ideal numbers: 10 sites anddesign teamsTotal time period: 1 year

Methods: Design workshop. Ideascompetition. Interactive display. Designfest. Video soapbox.

b Architecture Foundation.

FURTHER INFORMATION

Exhibition of proposalsProposals from the design teams are publiclyexhibited to encourage discussion and dialoguewhich is continued at a public symposium.

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A METHODSS

Simulation

Simulation can be used to act out a real eventor activity, helping both participants andobservers gain information and insights priorto formulating plans. It can also be used to test draft plans.

r An event or activity to be simulated is chosen. Thiscould be a natural or human-made hazard – such asan earthquake – or daily life in a street or building.

r People who have experienced the event or activityfrom a variety of perspectives are brought togetherfor a workshop session.

r People act out the event or activity as a drama,individually or in groups. Usually, a carefullystructured exercise is prepared in advance by afacilitator (see example in box, right).

r Key information and issues arising are recorded forfuture use.

r Recommendations are identified for future actions.

Enjoyable way of getting information that would be hard toobtain any other way.

Good process for team building and clarification of roles.

People may need time to prepare, so the method should beexplained in advance.

Allocate time for discussion after each simulation exercise toallow people to reflect on their own performance.

$ Minimal costs involved for materials, plus facilitator’s fees if any.

Look at the sky, theclouds are dark. It may

be a storm coming.Let’s turn on the radio.

Quick, let’s go home andsandbag our house.

I’ll go and move theanimals to higher ground.

Tell grandpa to come and stay at our house - justin case the stream banks

burst.

Local radio channel: “Flood warning No 3.”

Do you think we couldmove our belongings intothe school hall if things

get too bad?

Not sure. Drop in at thestore on the way back

and ask.

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AMETHODS S

Sample simulation exercise

1 Determine event or activity to simulateEg: A recent flood.

2 Design the exerciseObjectives. Process. Materials required.

3 Assemble participants/cast of charactersEg: A cross-section of the local communityaffected in different ways by the flood,plus officials and technical experts dealingwith flood relief and avoidance measures.

4 Explain purposeEg: To understand how people reacted tothe recent flood in order to decide onmeasures to reduce the impact of futureones. (10 mins)

5 Divide into groupsAsk each group to prepare to act out adifferent aspect of the event or activity inthe form of a drama. Eg: Before the flood;during the flood; after the flood. Eachgroup also to appoint a reporter. (10 mins)

6 Group workingEach group prepares its drama throughdiscussion prompted by responding to keyquestions. Eg: “When and how did youknow a flood was coming?” “What didpeople do and when?” Reporter notesmain issues arising. (60 mins)

7 Plenary: dramas and presentationEach group acts out its drama followed bya presentation by the reporter summing upthe main issues. General discussion. (60-90mins)

8 Review (perhaps later or after a break)Review of issues and concerns raised.Discussion on next steps. (30 mins)

Ideal numbers: 18–24 (3 groups of 6-8) Running time: 140–170 mins (plus 30mins for review)Note: The same exercise could be used tosimulate an event that has not yethappened but might do in the future.

Methods: Community profiling. Fieldworkshop. Gaming. Risk assessment.


FURTHER INFORMATION

Acting out an eventLocal residents dramatising how they wereaffected by a recent typhoon during a fieldworkshop to improve disaster management.

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S METHODSS

Street stall

Street stalls are interactive displays held out ofdoors. They make it possible to secure theviews of larger numbers of people than isnormally possible indoors. They are particularlyuseful where the views of people using aparticular street or public space are required.

r A highly public location is selected and exhibitionand interactive display material mounted for aselected period.

r Facilitators are on hand to encourage people tomake comments and engage in debate.

r The event may be advertised in advance but this isnot essential.

Arcades and colonnades are good venues as they provide shelterfrom the rain. Ideal if you can also have the use of a shop.

Can benefit from, and be attractive for, radio and televisioncoverage. Leaflets can also be handed out to passers-by andplaced in shop windows.

Be careful when using Post-it notes and leaflets if windyconditions are likely – they may blow away!

Getting formal permission to set up a stall in a public area cantake forever. Plan well ahead or just do it and be prepared tomove if necessary.

Likely to attract a broader range of people than an indoor event,but marginalised groups or reticent individuals may still needspecial inducement to participate. Have a ‘postbox’ so thatpeople can make contributions anonymously.

$ Main costs: display material; staff time.

“The street stall proved to bean invaluable and invigoratingexperience for us all. We wereoverwhelmed by the interesttaken... and all subsequentdevelopments of our schemewere made against thebackdrop of what the peopleof Bath wanted to see.”Student report, Prince ofWales’s Institute ofArchitectureBath Project, 1996.

“The day had a certain vervewhich boosted – and wasreinforced by – the strong levelof interest of passers-by. It wasgood for the Trust to beinvolved in something aspopular and constructive – weare often portrayed as beingelitist and negative.”Timothy Cantell, Chairman,Planning Committee, BathPreservation Trustletter, March 1997.

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AMETHODS AS

Taking to the streetsShoppers join in a debate on the future of thetown centre by writing on Post-it notes, sketchingtheir own ideas and holding discussions with theorganisers. Over 2,000 Post-it notes were postedup over 5 hours on a cold winter day and twobooks filled with comments. The results were usedto prepare a scheme for one of the most importantdevelopment sites in the town.

Methods: Interactive display. Open houseevent. Table scheme display. Scenario:Community centre.

FURTHER INFORMATION

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A METHODST

120

Table scheme display

Table scheme displays allow large numbers ofpeople to understand and make an input intodevelopment proposals, with or withoutengaging with others. They can be used aspart of an exhibition or open house event.

r Drawings or models of a proposed scheme areplaced on a table with the main elements identifiedon separate voting sheets around the edge.

r Separate tables can be used for different schemeoptions.

r People vote on what they like or dislike by placingsticky dots on the voting sheets.

r More detailed comments can be made using Post-itnotes, either on the same tables or on separatedisplays.

r The results are analysed afterwards to inform thenext stages of the planning process.

Good way of introducing people to the design process. Worksparticularly well for getting comments on rough sketch schemesdeveloped at design workshops. Redrawing is not usuallynecessary though it can help if time allows.

Useful debate will invariably take place around the tables. It canbe helpful to have organisers present at each table to respond toquestions and to take notes.

Have a spare table with a blank plan for those wanting to drawup their own ideas in more detail.

$ Few costs involved unless proposals are professionally redrawn.

THE MAIN ELEMENTS OFTHE SKETCH SCHEMES

ARE HIGHLIGHTED.

Please indicate whetheryou agree or disagree

with the ideas by usingthe stickers provided.

Green = Agree

Red = Disagree

Yellow = No opinion

YOU MAY HAVE YOUROWN IDEAS ORSUGGESTIONS.

Please write these on thecomment sheet or sketchthem on the blank planprovided. It will help ifyou add your name and

address.

Sample instructions

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AMETHODS T

121

Methods: Interactive display. Open houseevent. Scenario: Community centre.

FURTHER INFORMATION

Table scheme displayVoting with sticky dots on town centreimprovement ideas proposed by a designworkshop focusing on transport. Part of a one-dayopen house event.

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A METHODST

Task force

Urban design task forces are multidisciplinaryteams of students and professionals whichproduce proposals for a site or neighbourhoodbased on an intensive programme of sitestudies, lectures, participatory exercises andstudio working, normally lasting several weeks.They are an efficient way of securing highquality design proposals at the same time asproviding a first-rate educational opportunity.

r Task forces combine an academic and practicaltraining in urban design with the development ofrealistic proposals for improving a site,neighbourhood or city.

r Staff and student team members will come from arange of backgrounds, ages and, normally, countries.

r The programme begins with academic input andskills training and then moves into engaging with thecommunity and producing urban design proposals(see sample format, right).

r Task forces are likely to be organised by academicinstitutions in partnership with local agencies.

Plan at least one year in advance in order to have time to securesupport from all relevant local organisations and make thenecessary logistical arrangements.

$ Cost dependent on numbers involved. Main costs: travel;accommodation; staff time; presentation materials. Cost for a 4-week event likely to be around US$130,000. Contributors:host city, student members, academic institutions. Scope also forsponsorship and international exchange funding.

Urban Design Task Force

Anytown, Anycountry5–26 July 2002

Team members wantedContact Urban Design Task Force

10 High Street, Anytown

“The task force is valuablebecause when people comefrom outside they have aspecial vision, with a certainobjectivity, and they see thingswe don’t see. That vision isvery very good for developingnew approaches.” Yves Dauge, Mayor of ChinonFrance, 12 August 1994.

“Before the Task Force, alldiscussion about the future ofthe city – what should happen,when and where – took placein small rooms with one or twopeople. Now everyone isdiscussing it.”Lorenzo Piacentini, engineerViterbo, Italy, 1994.

“It was an absolutelyexceptional experience. Wewere exposed to so manyinspiring people and it was veryintensive. It had a greatinfluence on my life.”Joanna Wachowiak,architecture student, 1994.

Recruiting team membersSample poster for a task force.

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AMETHODS T

Task force sample format

1 Building a skill baseSeminars, practical experience and visitsfor the team designed to develop skills in: • observational drawing and painting• urban analysis• local building crafts• measuring buildings• modelmaking• team working• participatory design(1 week)

2 Small live projectsDeveloping urban design proposals forsmall sites. These may be of real practicalvalue but are primarily designed to developskills in urban design, presentation andteam working. (1 week)

3 Public engagement on large live projectPublic lectures, meetings or workshopswith various interest groups, actionplanning event (eg Community planningforum). (3 days)

4 Studio workingDeveloping urban design proposals. (2 weeks)

5 PresentationExhibition and public presentation ofproposals with newsletter. (1 day)

6 PublicationPublication of book or report of proposals.(6 months)

Ideal numbers: 20–30 students10 tutors

Running time: 3–6 weeks

Studio workingTask force members prepare proposals in atemporary locally-based studio.

Presentation Task force members explain their proposals tolocal politicians at the final presentation.

Public engagementFinding out local views on the city.

Methods: Community planning forum.Urban design studio. Scenario: Newneighbourhood.

” Viterbo; Santa Maria in Gradi.

b Prince’s Foundation.

9 Brian Hanson and Richard John.

FURTHER INFORMATION

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A METHODSU

Urban design studio

Urban design studios are special units attachedto a university or other educationalestablishment which undertake environmentalproject work, usually in the immediate locality.They can provide both a valuable educationalexperience for students and an importantresource for local communities.

r Urban design studios are set up by an educationalestablishment, usually at a school of architecture orplanning. They will normally be independent units.

r The studios have access to all the resources of theestablishment; staff, students, researchers, facilitiesand equipment.

r Relationships will be built up with local agenciesand community organisations and a variety ofproject work will be undertaken.

r Once established, the studios will start advertisingtheir services and take on consultancy work.

Independence is essential to overcome the incompatibility ofcurriculum and real project timetables. Academics andadministrators sometimes find such units threatening becausestudents often enjoy the work more than academic studies. Also, live projects generate their own momentum and are hardto dovetail into predetermined time slots. Studios rarely surviveunless given enough time to build up a reputation, so making itpossible to attract funding for projects and become self-sufficient.

Core staff are needed to maintain momentum of projects duringschool vacations and other times when students are unavailable.

Studios may work best if student involvement is voluntary.

$ Main costs are staff, travel and equipment. Initially funded aspart of architecture school. Later, can secure consultancy fees.

“It allowed me to applythings I learned in school in ano-longer fictitiousenvironment. It’s not thecommunity being treated as alaboratory for students toexercise their creative will.Both sides are gettingsomething out of it.”J B Clancy, studentYale Urban Design WorkshopNew York Times, 19.11.95.

“Students are increasinglyinterested in what it means tobe a participant in the publicrealm. The idea of a citizenarchitect is back.”Alan Plattus, DirectorYale Urban Design WorkshopNew York Times, 19.11.95.

Academic rigourCombining theory and practice.

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AMETHODS U

Methods: Action planning event. Localdesign statement. Task force. Scenarios:Derelict site re-use. New neighbourhood.

b Ball State University. Yale Urban DesignWorkshop.

FURTHER INFORMATION

Urban design studiotypical projects Activities which can be educational andeasily carried out by an education institution.

5 Action planning events Organisation of community planningforums, design days and task forces.

5 Design guidesResearch and production of guides forlocal areas.

5 Design proposalsPreparing design ideas for specific sites ora masterplan for a whole area.

5 Model-makingMaking models of buildings orneighbourhoods.

5 SurveysAssisting communities with surveys andanalysis of community needs.

5 VisualisationAssisting communities with visual aidsincluding computer imaging.

Academic resourceStudents, academics and community membersuse a school of architecture to debate and solvereal local planning issues. Strange though it mayseem, this is not a normal occurrence in mostarchitecture schools.

CPH pages 102-129 10/7/06 13:28 Page 125

INAUGURAL MEETING

Anytown Transport Forum7pm Friday 4 JuneBaptist Hall, John Street

A new organisation to coordinate and encourage initiatives to maketravelling around Anytown easier for everyone.

AGENDA1 Why a new organisation?3 What kind of Forum?4 Who should be on it?5 How to administer it?6 Election of steering group7 Dates of future meetings.

Refreshments available

ALL WELCOME


A METHODSU

User group

The creation or strengthening of user groups isa key element of most community planning.They act as clients in championing the views ofthose who will use the end product and keepthe momentum going, often for many years.

r User groups should be as representative as possibleof the end users of any initiative, including as manyinterests and viewpoints as possible.

r Initially user groups are likely to be informallyorganised and dominated by self-selectedenthusiasts. As projects develop, the groups mayneed to become more formally organised withdemocratic voting procedures and, perhaps, legalstatus.

r For larger projects, several different groups may beuseful at various times and groups will have sub-groups and working parties for specific issues.

It is important to work closely with existing organisations buteach project needs its own dedicated group. Otherwise projectssimply become ‘another item on the agenda’ of an existing bodyand will probably be mediocre or flounder.

If enough people are interested, set up sub-groups and workingparties. The more people that can be involved and given roles thebetter.

Make sure the nature of any group is clearly understood. It isalways worth writing down ‘terms of reference’ setting out agroup’s purpose, powers, accountability, funding, meetingschedules, and so on.

$ Main costs initially: printing and publicity. Most groups will raisemoney through membership fees and fundraising events.

Starting upSample leaflet advertising ameeting to set up a newgroup.

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AMETHODS U

Common user group types

Action groupInformal issue-based campaigning group forinterested individuals.Community associationRepresents the interests of a geographicalneighbourhood or cultural entity. Includesresidents, workers, businesses, etc.Development trustFormally constituted organisation with a rangeof interests, usually with charitable status. Hasdevelopment capability.ForumLiaison body for representatives of constituentorganisations and interests. May be area- orissue- based.Friends of ....... Loose support network of people supporting aparticular place or cause.Housing cooperativeOrganisation of people who want to build ormanage housing together.Management committeeFormal organisation for managing a project.Project groupGroup set up to deal with one specific project(eg a new sports hall).Residents associationOrganisation representing residents in an area. Steering groupInformal group set up to progress matters.Working partyInformal group dealing with a specific topic.

Forum participant checklistPeople who might be involved in aneighbourhood improvement forum.

5 Architects/planners/designers

5 Health workers

5 Local authority staff

5 Local business people

5 Local residents’ representatives

5 Local shopkeepers’ representative

5 Local teachers

5 Play workers

5 Police liaison officers

5 Religious leader/s

5 Social workers

5 ....................................................

Methods: Development trust.Scenarios: Local neighbourhoodinitiative. Town centre upgrade.

b Community Matters.

FURTHER INFORMATION

Working togetherFamilies who formed themselves into a workingparty and then a housing cooperative to plan andmanage the construction of their own homes.

Signing up Starting a new user group at a workshop.

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A METHODSV

Video soapbox

Video soapboxes allow members of the publicto broadcast their opinions on video screenserected in public places. They are particularlyuseful for generating public interest and debatefor high profile events such as a roadshow.

r The basic technology required is a video camera, aprojection facility and a screen. These can be usedindependently or incorporated into a specialconstruction to make a prominent street feature (as in the example illustrated, right).

r People are filmed making comments on an issueand these are projected for public viewing. This canbe done simultaneously, or facilities can be includedto allow for editing and captioning (see photos, left).

r Video tapes can be kept for future screenings andcan be analysed as a survey of public opinion.

Video is a great medium for getting people to participate. Youngpeople especially often find it more comfortable than meetingsfor expressing ideas and opinions.

Get people making their own videos of their neighbourhoodusing small hand-held camcorders. These can very useful forgetting a debate going at a workshop.

Video footage of local neighbourhoods and community planningactivity, preferably edited, can be useful for sponsors or decision-makers who may not be able to visit at the right moments. Theycan bring a funding application to life.

$ Basic video equipment can be bought for a few hundred dollarsalthough editing equipment is more expensive. Educationestablishments often have facilities which can be used. Elaborateconstructions like the one illustrated cost thousands of dollarsbut provide good opportunities for sponsorship. The one shownwas paid for by a telephone company.

Youth speaks

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AMETHODS V

O Method: Roadshow.

b Architecture Foundation. 9 Example shown designed by Alex de

Rijke as part of an ArchitectureFoundation Roadshow. Illustration andscreen shots courtesy of Building Design.

FURTHER INFORMATION

Public viewpointA resident’s comments on the state of the localarea are screened prominently in a shoppingstreet. Passers-by can add their views to thedebate by stepping into one the convertedtelephone booths, picking up the handset andpressing ‘record’.

Design detailsFour telephone boxes are modified for people torecord their views. Each booth contains atelephone handset which triggers the automaticvideo recording programme. Simple written andspoken operating instructions are provided. Thescaffold tower above has a message board usingmoving text to invite the public to participate, alight cube with images relevant to the issue beingconsidered and a back projection video screen onwhich the recorded messages are projected.

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CPH pages 130-163 10/7/06 14:09 Page 130


Scenarios A–ZA range of scenarios covering some common developmentsituations. Each illustrates one way in which methods can becombined in an overall strategy.

Use for inspiration, not as blueprints. It is important to stress that ineach case, there are many other ways of achieving the same objective.Note also that the timescales shown may be over-optimistic in somecontexts as they assume that securing permissions, raising finance andsetting up organisational frameworks takes place fairly smoothly.

Community centre 132

Derelict site re-use 134

Disaster management 136

Environmental art project 138

Housing development 140

Industrial heritage re-use 142

Inner city regeneration 144

Local neighbourhood initiative 146

New neighbourhood 148

Planning study 150

Regeneration infrastructure 152

Shanty settlement upgrading 154

Town centre upgrade 156

Urban conservation 158

Village revival 160

Whole settlement strategy 162

Community mapping, Yunan, China, 1997

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132 THE COMMUNITY PLANNING HANDBOOK132

SCENARIOSC

Community centre

This scenario applies to the design andconstruction of any building for community use.

The conventional approach would be for a localauthority to commission architects to plan anddesign a building which is then managed by thatauthority. All too often such facilities areinappropriate and uneconomic. Sometimes theyare rejected by the local communities they areintended for. Occasionally they are evenvandalised and destroyed.

In the scenario shown here, the need for thebuilding is established by the community.Planning and design are then coordinated by aspecial project group which involves everyoneinterested at key stages.

The end result is a facility which has been shapedby members of the community to suit their needsand is then looked after by the people who use it.

Methods:Community planningforum.Community profiling.Feasibility fund.Interactive display.Open house event.User group.

” Plan, Design and Build.Brick by Brick.User Participation inBuilding Design andManagement.

FURTHER INFORMATION

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133THE COMMUNITY PLANNING HANDBOOK 133

SCENARIOS C

Community centre

Community profiling p42Need for facility identified through a profilingexercise, survey or other consultation.

A community needs a new social centre, sportsfacility, school, health centre or village hall.

Project group establishedSpecial group of future users and other interestedparties established to develop the project.Technical experts appointed. Feasibility fundingapplied for p62. Visits to other similar projects.

Feasibility study Consultation with special interest groups. Designmeetings held. Options explored and costed.

Interactive display and models pp72 and 82Options displayed in local venue. Feedbackanalysed by project group.

Detailed design Final designs drawn up by technical experts.

ConstructionBuilding erected by contractor, self build bycommunity or partial self build. Openingcelebration.

x

x

x

x

x

x

Community planning forum or street stall.pp40 and 118Ideas and support generated.

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

months

Participatory building evaluationBuilding evaluated in use to inform ongoingchanges and provide lessons for others. p195

x

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SCENARIOSD

Derelict site re-use

This scenario shows an initiative to make use of aderelict area of land in public ownership. Suchland exists everywhere, usually attracting rubbishand having a depressing effect on the localneighbourhood.

Often, sites are left vacant for many years.Alternatively, local authorities may carry outsome landscaping or sell the land to the privatesector for development.

The scenario here shows how a popular use forthe site can be generated and implemented,starting off with an ideas competition.

The initiative can be taken by anyone; a localauthority, regeneration agency, community groupindividual or urban design studio at a school ofarchitecture or planning.

Methods:Art workshop.Ideas competition.Open house event.Street stall.Urban design studio.

FURTHER INFORMATION

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SCENARIOS D

An initiative to make use of a derelict urban site in publicownership. Timescale assumes relatively simple option adoptedsuch as a pocket park. A building would take longer to construct.

Derelict site re-use

ResearchInitiators find out history, ownership, planningposition and other background information.

Ideas competition p70For best ideas for improving the site. Open to all.Public exhibition and judging of proposals.

Development partnershipFormed to implement project. Might include localauthority, funders, local amenity groups, siteneighbours. Appoint architects and artists todraw up proposals based on the winning scheme.

Art workshops p34To design and make any works of art.

Open house or street stall p88 and 118To keep people informed and get their views forfurther improvement. Secure funding.

Public meeting or forumTo launch initiative, find out further information,and establish steering group.

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ImplementationPerhaps using self-build input from local peopleon all or parts or the scheme. Opening ceremony.

Management body establishedMainly comprising users of the facility.

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SCENARIOSD

136

Disaster management

This scenario applies particularly to communitiesfacing the threat of natural or human-madedisasters such as floods, earthquakes, windstorms and industrial accidents.

Disasters tend to happen to people at risk. Theyare at risk because they are vulnerable to hazards.This vulnerability can best be reduced byincreasing people’s capacity to deal with a rangeof social, cultural, economic and physical factors.

The key to successful disaster management isensuring that victims and potential victims areinvolved. Much formal disaster managementdoes not do this and is often unsustainable,costly and ineffective.

Participatory community-level disaster managementinvolves a cross-section of people and interests inresearching, planning and implementing projects.Because the projects are developed for and bylocal people, there is more interest, understandingand success in reducing suffering and losses.

The key principles of this approach are:• Communities themselves are best placed to

prioritise threats and take effective riskreducing actions.

• The best time to reduce the impact of disastersis before the next disaster occurs.

• The identification of hazards and who andwhat may be affected by them is necessarybefore risk reduction plans can be made.

• Progress has to be well publicised to maintaininterest and strengthen the culture of disasterreduction.

Methods:Prioritising.Risk assessment.

” Development at Risk.Disaster Mitigation.

b Federal EmergencyManagement Agency(FEMA).South Bank University.

9 Roger Bellers, NickHall. Based in part onProject Impactprogramme run byFEMA.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 136


SCENARIOS D

Making communities more disaster-resistant by involvingcitizens, officials and business. Applicable worldwide. Timescalefor low risk situation. Can be speeded up significantly in emergencies.

Disaster management

Building partnerships• Identify partners and interested parties. • Create a project team.• Establish objectives and working methods.

Risk assessment p112• Hazard analysis (what the threats are, and their

magnitude).• Vulnerability assessment (who and what will be

affected). • Capacity assessment (who can do what to help)• Information synthesis (into a format useful for

planning, eg Geographical Interface System GIS).

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Monitoring, evaluation and updating• Distribute publicity materials to communicate

progress and maintain momentum. • Evaluate and update strategic plan.

Prioritising risk reduction actions • Estimate hazard effects (by matching hazard

analysis with vulnerability assessment).• Construct scenarios of disaster losses (casualties,

destruction of property, damage toinfrastructure, economic impact, length ofrecovery period).

• Identify community priorities (throughconsultation and group meetings).

• Collectively decide on preferred risk reduction(mitigation) measures.

• Formulate strategic plan (with specific roles,responsibilities, timescales and inputs).

Implementation• Actions taken in accordance with strategic plan.

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CPH pages 130-163 10/7/06 14:09 Page 137


SCENARIOSE

Environmental art project

This scenario is about constructing environmentalartworks.

The conventional approach would be for a localauthority or landowner to appoint an artist toundertake the work. The artist might be given acompletely free hand or, more likely, wouldsubmit designs for approval to the ‘client’.Although this process has led to some fineenvironmental artworks, it has also resulted inartworks that are neither wanted nor respectedby local inhabitants.

The scenario shown opposite makes it possible tocreate something that belongs to the community.Within a framework managed by artists, localpeople are involved in designing and makingartworks and their work becomes part of thelocal landscape.

Methods:Art workshop.

9 Candid Arts Trust.Freeform Arts Trust.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 138


SCENARIOS E

An initiative to improve the public environment byconstructing a major sculpture, mosaic or other work of art.

Environmental art project

Initial conceptIdea conceived by individual or group.

Consultation on conceptThrough publicity in local press, discussions withinterested parties. Develop brief. Fundraising.Formal approvals (eg planning permission).

Engage artists and craftspeopleThrough advertising or competition.

Art workshops p30Devised and conducted by artists with localresidents, school children or other groups. Designoptions developed.

Exhibition and selection Public exhibition of design options with voting onthose to be constructed.

PartnershipPartnership formed between key parties tomanage the project: eg landowners, localauthorities, instigators, local businesses, schools.

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ImplementationConstruction of finished artwork in art workshopsor on site, followed by opening celebration.

Management body establishedMainly comprising users of the facility.

x

CPH pages 130-163 10/7/06 14:09 Page 139


SCENARIOSH

Housing development

This scenario covers the building of a newhousing development for a large number ofpeople.

Conventionally, large housing developments areundertaken by governments or privatedevelopers. In both cases architects andcontractors are appointed who mostly design andconstruct homes without knowing who they arefor. As a result the new housing is frequentlybland, wasteful and unsuited to the occupants.Occasionally it even has to be demolishedbecause nobody will live in it.

In the scenario shown here, the future occupantsare identified in advance. They may be owner-occupiers or tenants. They form themselves intoan association or housing cooperative, appointtheir own architects and work through the designand construction process together.

In this way people get the customised housingthey want and develop a sense of communityeven before they have moved in. The experienceof working together enables people to go on todevelop other projects such as education,employment and social facilities.

Methods:Briefing workshop.Choice menu.Neighbourhoodplanning office.Models.

” Building HomesPeople Want.

FURTHER INFORMATION

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SCENARIOS H

A large new housing development is built with the futureoccupants involved from the outset.Timescale assumes rapid approvals and efficient main contractor.

Housing development

Occupants form groupFamilies come together and form an associationor cooperative with help from advisors. Fundingmechanism agreed. Committees formed.Architects appointed.

BriefingVisits to other projects, illustrated questionnaires,slide shows, skills survey, briefing workshops p34.

Design meetingsRegular sessions between architects andoccupants’ committees using models p82,choice catalogues p36 and drawings todetermine scheme concept and layout.

Design surgeriesBetween architects and individual occupants toagree room layouts, fixtures and fittings usingmodels p82, mock-ups and choice cataloguesp36.

Other projects startedSuch as child care facilities, social facilities,employment projects.

Site officeDesign base established in local hall or shop p84.

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ConstructionRegular site visits. Possibly self build of all or partof the scheme.

CPH pages 130-163 10/7/06 14:09 Page 141


SCENARIOSI

Industrial heritage re-use

This scenario applies where industrial buildingsbecome redundant, particularly if they haveheritage value or could be used for otherpurposes.

Typically, as industrial buildings cease to be used,they will be left empty and become derelict. Thearea where they are situated becomesincreasingly run down, and other businesses andlandowners suffer. Unless an initiative is takenthe buildings will eventually fall down or therewill be little option but to demolish them andstart again from scratch.

Industrial areas often contain fine, sturdystructures which contribute to local character.Often they are ideally suited for conversion forother purposes. The difficulty is in making asufficiently bold transformation of an area tochange its image, attract new uses and persuadelandowners and others to invest.

In this scenario, a partnership is establishedbetween the main parties, and an academicinstitution plays a key role in raising the profileof the area, assembling expertise and helpingorganise an action planning event to firm up astrategy agreed by all.

Methods:Action planning event.Design assistanceteam.

9 John Worthington.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 142


SCENARIOS A

143

I

An academic institution helps a local authority regenerate arun-down industrial area in a variety of ownerships.

Industrial heritage re-use

Local partnership establishedBetween local authority, local businesses and civicsocieties. Local authority provides administration.

National and academic supportLinks made with academic institutions andnational charitable bodies.

Consultant advice on participation optionsHelp to the Partnership in developing andorganising the most suitable participation process.

ConferenceNational conference held at academic institutionon the generic issues faced, eg reviving ourindustrial heritage. Local issue introduced. Keylocal players invited.

Action planning event p24(following immediately from conference)Two days of action planning workshops for localinterests facilitated by a design assistance teammade up from seminar members. Report ofrecommendations circulated widely.

ImplementationPartnership considers report and sets upimplementation mechanisms.

Draft regeneration briefDrawn up by Partnership.

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CPH pages 130-163 10/7/06 14:09 Page 143


SCENARIOSI

Inner city regeneration

This scenario shows how a deprived inner cityarea can transform itself over a period of almosta decade.

Starting by tenants gaining control of themanagement of their housing, a series ofinitiatives are taken as local people and theiradvisors become increasingly confident andcompetent in managing the regeneration processand forming partnerships. These include animprovement programme for existing housingestates, new housing development on infill sites,landscaping of open spaces, community arts andyouth projects and, finally, the development of acommunity masterplan for attracting the privatesector to invest in new housing, leisure andcommercial projects, so leading to the creation ofa balanced and sustainable community or ‘urbanvillage’.

Methods:Action planning event.Art workshop.Choice catalogue.Design game.Development trust.Neighbourhoodplanning office.Planning day.Planning for Real.Review session.

9 Dick Watson.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 144


SCENARIOS I

Rejuvenation of a deprived inner city area dominated byblocks of local authority flats and lacking amenities.

Inner cityregeneration

Tenant management organisation formedAuthority hands over management of flats totenants. Tenants appoint community architect.

Housing estate improvement programmeScheme developed using Planning for Realp100 and choice catalogues p36.

New housingDesigned and built by a local housing associationafter a planning day p98.

Open space projectsDevised by special projects committee usingdesign games p48.

Community arts and young people’s projectsUsing arts workshops p30 and projects in schools.

Neighbourhood planning office opened p84For tenant committees and consultants.

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Action planning event p24To take stock and produce a strategy for futureaction. With outsider and local design assistanceteam members. Lasting several days.

MasterplanDrawn up by development partnership and localdevelopment trust p52.

Review sessionp110.

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CPH pages 130-163 10/7/06 14:09 Page 145


SCENARIOSL

Local neighbourhoodinitiative

This scenario applies to any area where there area number of institutional landowners andagencies operating and where local people wantto break through inertia and improve theenvironment and quality of life.

So often the difficulty is getting all the variouslandowners and agencies to agree on adevelopment strategy that is both visionary andbased on what local people want. Without suchagreement, development takes place in amundane and piecemeal fashion, if at all, themost important local needs may not be addressedand opportunities offered by the naturalenvironment are missed. At worst, new initiativesmay be destroyed by vandalism and crime.

The scenario shown here ensures that localpeople start off and remain at the centre of theregeneration process but that all the agenciesand land owners are also involved and can playtheir part.

Methods:Planning weekend.Process planningsession.Neighbourhoodplanning office.Open space workshop.User group.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 146


SCENARIOS L

Local neighbourhoodinitiative

Process planning session p106or open space workshop p90Evening session organised for local groups andagencies in local venue. Workshop session resultsin choice of process for the next step (planningweekend in this scenario).

Local people in a rundown neighbourhood andagencies working with them take the initiativeto speed up the regeneration process.

Steering Group All stakeholders invited to participate. Regularmeetings. Working groups established (egpublicity, fundraising). Funding secured for event.

Planning weekend p102Programme of action determined includingsetting up a development forum.

Development forumDevelops and publicises action plan.

Neighbourhood planning office p84Local office established in an empty shop.

Review session p110Planning weekend team revisits one year after event.

Development trust p52Trust established to coordinate programme.

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Coordinator Part-time appointment. Preferably local resident.

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SCENARIOSN

New neighbourhood

This scenario shows how creative proposals canbe developed for a new neighbourhood,extension to a neighbourhood or completely newsettlement.

Mostly with such developments, it is left to theprivate sector to come up with proposals, or elseconsultants might be invited to prepare amasterplan for consideration by the authorities.In both cases, the crucial design conception stagetends to take place without engaging localpeople or a sufficiently broad range of expertise.When consultation does finally take place, it istoo late for all but minor changes to beincorporated.

In the scenario shown, initial proposals aredeveloped, at relatively little cost, by a task forceof experts and students from a wide range ofdisciplines and backgrounds, in close consultationwith local interested parties. These are thenrefined through further local input and drawn upin detail by a professional team.

The organisers are likely to be an urban designconsultancy, architecture centre or urban designstudio at a school of architecture or planning.

Methods:Architecture centre.Newspapersupplement.Mobile unit.Open house event.Reconnaissance trip.Task force.Urban design studio.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 148


SCENARIOS N

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New neighbourhood Devising proposals for a new neighbourhood by involving atask force of experts and students working closely with localinterested parties. Timescale assumes co-operative landowner.

Reconnaissance p108Visit by small team of experienced facilitators.Meetings with local leaders and institutions. Localdecision made to invite task force. Organisersasked to proceed.

Task force p122Six week visit by international design assistanceteam and students. Possible use of mobile studiounit. Masterplan developed.

Open house event p88Masterplan and other proposals exhibited toencourage local input.

Newspaper supplement p86Proposals published in a local newspaper, on alocal electronic map or in a book. Input invited.

Professional team Architects and planners appointed by cityauthorities to draw up scheme in detail.

Formal consultationWith utilities, service providers and so on, as wellas with public. Revisions made as necessary.

Formal political approval By planning authorities and local authorities.Revisions, tenders, scheme drawings.

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Construction starts

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CPH pages 130-163 10/7/06 14:09 Page 149


SCENARIOSR

Planning study

This scenario applies where professional planningconsultants are commissioned by a local authorityor landowner to produce recommendations onfuture development options in a relatively shortperiod of time.

The conventional approach would be for theconsultants to prepare a report based entirely ontheir past experience and researching availableliterature.

In the scenario shown here, the consultants alsoinclude a consultation process which has to betightly time-tabled to suit their client’s timescale.This ensures that the consultants’ proposals arebased on up-to-date knowledge of local people’sviews and that local people begin to becomeinvolved in the development process.

Methods:Participatory editing.Planning day.Process planningsession.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 150


SCENARIOS R

Planning study

Press releasePublicise objectives. Invite involvement.

Planning consultants are asked by a localauthority to prepare a study of the potential of alarge sector of a city. The timescale is short.

SurveySend survey form to individuals and organisationsknown to have useful data.

Process planning session p106Briefing on objectives and limitations. Workshopto establish nature of planning day (or otheractivities).

Planning day p98Report progress to date, including survey results.Establish issues, opportunities and possiblesolutions. Determine future consultation strategy.

Draft report - participatory editing p92Circulate a draft report to all those expressinginterest for comment. Revise.

Final reportSubmit to client.

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Letter and invitationSend letter to organisations invitingrepresentatives to attend a process planningsession.

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CPH pages 130-163 10/7/06 14:09 Page 151


SCENARIOSR

Regenerationinfrastructure

This scenario shows how the framework forencouraging community planning can beimproved by government and private andvoluntary agencies. It can be applied at national,regional or even international level.

The focus is on supporting and promoting thesetting up of enabling mechanisms, some ofwhich will become self-financing after a period oftime.

The costs involved are a fraction of the supportnormally given to regeneration programmes andthe long-term benefits are likely to be far greater.

Methods:Architecture centre.Award scheme.Community designcentre.Feasibility fund.Ideas competition.Neighbourhoodplanning office.Planning aid.Useful checklists:Initiatives needed.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 152


SCENARIOS R

Leading institutions and government collaborate to set up aframework to support community planning initiatives at local level.

Regenerationinfrastructure

Policy conferenceOrganised by urban charity for all sectors of thedevelopment industry.

Planning aid scheme p96Established by Planning Institute. Pilot in one areafollowed by national launch one year later.

Award scheme launched p32For best community planning projects.

Seed fundingGovernment grants for setting up architecturecentres, community design centres andneighbourhood planning offices. pp28,38,84

Ideas competition p70For best ideas for promoting community planning.

Good practice disseminationPublication of how-to books and videos based onaward scheme and feasibility study applications.

Feasibility fund p62For community projects. Established by professionalinstitute in association with a corporate sponsor.

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xReview conferenceTo assess progress and plan new initiatives.

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CPH pages 130-163 10/7/06 14:09 Page 153


SCENARIOSS

Shanty settlementupgrading

This scenario applies to the informal settlementswhich proliferate around many cities indeveloping countries. The residents may besquatters, tenants or owner-occupiers.

Often, authorities ignore such places, leavingthem to their own devices. Alternatively theymay attempt to have them demolished on thegrounds that they are unsightly, unhealthy orunlawful.

In this scenario the authorities support theresidents to upgrade their settlement byproviding technical assistance. Over the years,services are installed, roads are improved andbuilding construction standards raised.

Eventually such settlements can become almostindistinguishable from other parts of the city.

Methods:Community designcentre.Community profiling.Field workshop.Microplanningworkshop.Risk assessment.

” Action Planning forCities.

b Centre forDevelopment andEmergency Practice.International Institutefor Environment andDevelopment.

9 Nick Hall.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 154


SCENARIOS S

Residents gradually upgrade their homes and neighbourhoodwith assistance from the authorities, technical experts andsupport agencies.

Shanty settlementupgrading

Land development People build and adapt homes with whateverresources are available.

Field workshop p62Community profiling, risk assessment pp42,112.Plan of action created with input from technicalexperts, local authorities and support agencies.

Committee formed Residents form a committee and develop contactswith the authorities, technical experts andsupport agencies.

Project groups createdTo deal with specific aspects of the plan,eg. sewers, roads, water supply, constructionstandards. Groups meet regularly and negotiatewith authorities. Community design centreestablished p38.

Microplanning workshops p78Plan of action reviewed and revised. Projectgroups reorganised as appropriate.

Action plans progressedProject groups pursue targets agreed atmicroplanning workshops.

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Neighbourhood council establishedA more formal version of original committee.

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CPH pages 130-163 10/7/06 14:09 Page 155


SCENARIOST

Town centre upgrade

This scenario applies when a planning authoritywants to initiate improvement of a town centrearea.

Many town centre areas have developed in apiecemeal fashion over a number of years. Landwill be in a variety of ownerships. Buildings arelikely to have been designed with little respectfor overall urban design.

If the planning department does nothing, thepiecemeal approach will continue andfundamental issues will never be solved.

The approach shown here allows a planningauthority to involve all the many differentinterests in developing an overall strategy whichcan be incorporated into the planningframework.

Methods:Open house event.Planning day.Process planningsession.User group.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 156

SCENARIOS T


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Town centre upgrade A planning department initiates development of part of thetown centre without the conflict between developers andcitizens so common in much town centre development.

Consultant advice On development and public participation options.

Process planning session p106With amenity groups and politicians.

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Political endorsement for process Approval to proceed from local authority.

Process planning session and public launchWorking lunch for all stakeholders: propertyowners, developers, politicians, voluntary sector.

Steering groupFormation. Information gathering. Technicalwork. Production of briefing material.

Planning day p98Design workshops (p50) for stakeholders.Invitation only. Development options prepared.

Open house event p88Public reaction to options using interactive displays.

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xDraft development briefMaster Plan, standards, funding strategy.

Formal consultationWith public. Endorsement from politicians.

Development proposal published

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CPH pages 130-163 10/7/06 14:09 Page 157


SCENARIOSU

Urban conservation

This scenario covers an initiative to improve thestate of historic buildings in a town.

Restoring buildings is very costly and sufficientpublic funds are rarely available to meet thedemand. In this scenario the local authoritiesallocate funding for three years to start up anindependent project providing technicalassistance and taking initiatives. As well asadministering grants to pump-prime qualityrepairs by private owners, the project undertakesa wide range of education programmes aimed atraising awareness and stimulating initiatives byboth private individuals and community groups.

When the funding period expires, the project isconverted into a development trust controlled bylocal people. As skills and interest grow, the trusttakes on a broader and more far-reaching role.

Methods:Activity week.Architecture centre.Award scheme.Community designcentre.Development trust.Environment shop.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:09 Page 158


SCENARIOS U

An initiative to improve the state of historic buildings in anarea by raising awareness and stimulating a wide range oflocal activity.

Urban conservation

Regeneration project establishedAs a partnership between local authorities,national agencies and local amenity groups.Funding for three years. Staff team appointed.

Annual award scheme establishedFor best restoration and enhancement projects.

Activity week started p26Annual ‘conservation week’ set up and managed.

Conversion to development trust p52Project converted to a development trust as corefunding ends. Control transferred to communitymembership with authorities in supporting role.

Community partnershipTrust plays key role in a broader regenerationpartnership with local authorities, businesses andeducational institutions.

Technical aid centre and shop pp38, 60Supplying information on old buildings, providingtechnical advice, administering grant schemes,undertaking feasibility studies.

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xArchitecture centre p28Conservation shop evolves into architecture centrereflecting a changing focus in line with members’wishes and the need to generate income.

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CPH pages 130-163 10/7/06 14:10 Page 159


SCENARIOSV

Village revival

This scenario covers a village developinginitiatives to preserve and build on its localcharacter.

With changes in traditional agricultural practices,many villages suffer from either developmentpressure or loss of population. Often politicalcontrol is exercised many miles away and localpeople feel powerless to do anything about it.

In this scenario parish mapping is used togenerate interest and understanding. Villagersthen decide to develop a local design statementto guide new development and a countrysidedesign summary is prepared to make better linkswith the character of the surrounding region.

Finally, with the experience of learning to worktogether, a number of project groups areestablished to develop new facilities.

Methods:Community profiling.Local design statement.Mapping. Photosurvey. Review session.

FURTHER INFORMATION

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SCENARIOS V

A village community takes steps to protect the traditionalcharacter and develop new facilities.

Village revival

Community profiling p42Parish mapping p76 or other methods used togenerate information and interest.

Local design statement p74Produced using mapping p76 and photosurveys p94. Statement adopted by authorities.

Countryside design summaryProduced by regional authorities. Glossary

Review session p110To determine future initiatives needed.

Project groupsEstablished to pursue further initiatives includinga community centre and transport initiative.

Local design statement revised

Community planning forum p40Evening session in a local hall with exhibition ofparish maps to discuss next steps. Decision toproduce a local design statement. Steering group formed.

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SCENARIOSW

Whole settlementstrategy

A whole settlement strategy creates a vision for avillage, town or city as a whole and sets out waysto achieve it: How does the place work? What isgood about it? What is bad? What needschanging? How can we plan for a sustainablefuture?

A conventional approach would be for a localauthority to engage town planning ordevelopment consultants to produce a planwhich would then be put out to consultation,modified and adopted.

This scenario shows one way in which communityparticipation can be incorporated into thedevelopment of such a strategy from the outset.This is a requirement set by the United Nations inits ‘Agenda 21’. It also improves the likelihoodthat the strategy will be approved of andimplemented. Whole settlement strategies canform the basis for more detailed Community Plans.

Methods: Futuresearch conference.Interactive display.Open house event.Useful checklists:Community plancontent.

b Hertfordshire CountyCouncil.

” Community VisionsPack.

FURTHER INFORMATION

CPH pages 130-163 10/7/06 14:10 Page 162


SCENARIOS W

Whole settlementstrategy

Working partyEstablished by local authorities involving as manyinterested parties as possible. Initial planning ofprocess. Gathering of briefing documentation.

A local authority initiates a strategy to improvea town’s sustainability, involving local peopleand service providers in its creation.

Consultants appointedIf necessary to advise on process. Detailedplanning and organisation. Training.

Focus groupsSessions to cover any groups not covered atfuture search conference.

Feedback conferenceTo report on future search conference and focusgroups and decide on next steps.

Steering group – community partnershipAppointed at future search conference to guidethe overall process. Detailed proposals drawn upby working parties with local authority officers.

Open house or interactive exhibition p88Proposals presented to general public for comment.Feedback incorporated by steering group.

Formal approvalAuthority formally adopts strategy and promotesimplementation. Steering Group monitors progress.

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Future search conference p66Or other visioning process. Involving 60–70 peoplefrom as many different interest groups as possible.

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CPH pages 164-180 10/7/06 14:23 Page 164

Action planning workshop,Sidon, Lebanon, 1997


METHOD

Appendices Useful formats

Strategy planner 166

Workshop planner 167

Action planning event planner 168

Action planner 170

Progress monitor 170

Evaluation form 171

Useful checklists

Equipment and supplies 172

Who to involve 174

Neighbourhood skills survey 175

Community plan content 176

Initiatives needed 178

Glossary A–Z 181

Publications and film A–Z 203

Contacts A–Z 209

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Useful formats

Strategy plannerFor planning an overall community planning strategy incorporating a variety of methods (see p6).

Example used:

Method Who involved? Timescale Purpose Responsibility

(from start)

Initial meeting Resident groups 1 month Discuss process Agency officerAgency reps

Process planning Resident groups 2 months Decide process Area Forumsession Agency reps

Speaker/facilitator

Youth project Local schools 4 months Gain children’s Youth leadersYouth clubs ideas and support

Press release General public 5 months Launch event. Co-ordinatorPublic awarenessand involvement

Action planning All stakeholders 7 months Develop strategy Area Forum/event options Technical College

Interactive General public 8 months Feedback on Area Forum/exhibition options Housing officers

Local plan Local authority 12 months Improve policy. Planning officersrevision Formalise actiondraft plan

Local planning General public 18 months Implement Area Forumcentre Urban designers action plan. Housing agency

Improve agency Planning officerscoordination

Local plan General public 20 months Statutory Local authorityformal obligationconsultation

Planning day All stakeholders 24 months Review progress Area Forum

etc etc etc etc etc

Improving a largely residential urban neighbourhood

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USEFUL FORMATS

Workshop plannerTo help plan a workshop. Suitable for most types of workshop.

Example used:

Time Activity Format Minutes Responsibility Equipment

10.00 Briefing. Meeting 15 John Workshop Explain roles sheetsto facilitators

12.25 Announcement. Plenary 5 Sue NoneExplain aims& procedure

13.00 Preparation. Lunch break 20 Workshop Flipcharts, pads,Setting up of facilitators Blu-tack, pens,workshop spaces banners, labels

14.00 Workshop intros Workshop 10 Workshop Attendance groups facilitators sheets

14.10 First exercise. Workshop 10 Workshop Post its 3 initiatives groups facilitators (separate colour needed (on for each group)separate post-its)

14.20 Prioritising on Workshop 15 Workshop Large sheets oflarge sheets groups facilitators paper, felt-tips

……… ………………… ………… … ………………… …………………………………… ………… ………………… …………………

……… ………………… ………… … ………………… …………………………………… ………… ………………… …………………

etc etc etc etc etc etc

Afternoon workshop session as part of a conference

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USEFUL FORMATS

Action planning event plannerTo help start shaping any kind of action planning event (or thinking through whether one would be

useful at all). Can be used in a workshop session after a presentation, or as part of a training exercise

(see page 107 for sample format).

AIMS

1. What do you want to achieve from an action planning event?

..................................................................................................................................

2. What are the main issues to be addressed?

..................................................................................................................................

3. What geographical area should it cover?

..................................................................................................................................

NATURE OF EVENT

4. How long should the event (or events) be?

..................................................................................................................................

5. When should the event be? (dates)

..................................................................................................................................

6. What specific activities should take place, and in what order?

..................................................................................................................................

7. Who are the key people to invite?

..................................................................................................................................

8. Should there be an independent team of facilitators from outside the area? YES/NO

9. If YES what expertise do you want on the team?

..................................................................................................................................

10. Any ideas for names of team members or the team chairperson?

..................................................................................................................................

ORGANISATION

11. Which organisation/s should host the event?

..................................................................................................................................

12. Who else should help and how?

..................................................................................................................................

13. Who will do the administration?

..................................................................................................................................

14. Where should the event be held?

Workshops? ......................................

Presentations? ......................................

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USEFUL FORMATS

Meals? ......................................

Hotels? ......................................

15. What briefing material should be made available or prepared?

..................................................................................................................................

16. Who will make sure that the results of the event are used and built on afterwards?

..................................................................................................................................

MONEY

17. How much will it cost (roughly)? 18. Who might sponsor it (or do things free)?

Admin £…… ……………………………………………………

Venues £…… ……………………………………………………

Publicity £…… ……………………………………………………

Catering £…… ……………………………………………………

Equipment £…… ……………………………………………………

Photography £…… ……………………………………………………

Travel £…… ……………………………………………………

Accommodation £…… ……………………………………………………

Report printing £…… ……………………………………………………

Follow-up activity £…… ……………………………………………………

Other £…… ……………………………………………………

Total £……

IMMEDIATE NEXT STEPS

19. Who does what now?

..................................................................................................................................

..................................................................................................................................

..................................................................................................................................

OTHER THOUGHTS AND IDEAS

20..............................................................................................................................

..................................................................................................................................

..................................................................................................................................

..................................................................................................................................

Name and contact details (optional)

..................................................................................................................................

..................................................................................................................................

..................................................................................................................................

Date..............

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USEFUL FORMATS

Progress monitorFor summarising the outcome of community planning activity and planning the next steps.

Compile and circulate for comment to a range of participants to get a full picture.

Example used:

Topic Action taken By whom Outcome Next step By whom

Controlled Input into design Forum New zones in - -parking of questionnaire place.

Waste Schools promotion Forum Higher recycling Resident Residents recycling rates noted promotion associations

Cycle routes Working party Cycle club Cycleway plan Publicise Radio set up being developed for comment Libraries

District plan Consultation All voluntary Revisions made Repeat Plannersorganisations next year

Station Owner contacted. Planning Nothing Invite to Jennyofficer design workshop

etc etc etc etc etc etc

Action planner For use at workshops or meetings.

Workshop title/theme Getting aroundDate and time 4 October 2001, 4pmConvenor Mary

Topic Action needed By whom When Help needed Priority (1-5)

Traffic Pedestrian plan Environment July Traffic engineers 2forum

Cycle racks Install Traders May Welding 4Bus timetable Display at all stops Bus company June - 3etc etc etc etc etc etc

Developing a community plan

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USEFUL FORMATS

Evaluation formFor evaluating most kinds of community planning activity. Can provide insights on impacts, participants’ perceptions and improvements needed. Customise to suit. Circulate to a range of participants or use as a basis for an interview or workshop agenda. Repeating the exercise at intervals may be worthwhile as the impact of activity will often not become clear for many years.

Name ________________________________ Organisation (if any) __________________________Address ______________________________ Position (if any) ______________________________

Title of activity ________________________ Date/s of activity _____________________________Nature of activity ______________________ Date of evaluation ___________________________

1 Your role in activity ___________________________________________________________________

2 How did you become involved? ________________________________________________________

3 What do you think are/were the aims? __________________________________________________

4 What do you think motivated people and organisations to get involved? ______________________

5 What effect if any has your personal contribution in the activity made? _______________________

6 What effect has the activity had on the physical environment? ______________________________

7 What effect has the activity had on the local economy? ____________________________________

8 What effect has the activity had on local organisations? ____________________________________(eg changed roles, new partnerships, etc)

9 What effect has the activity had on individuals? ___________________________________________(eg locals, visitors, investors etc)

10 Was the activity worthwhile? ______ If so, why? __________________________________________

11 What improvements would you make if it was being done again?____________________________

12 What would be your advice to others organising a similar activity? ___________________________

13 What additional information sources would be helpful? ____________________________________

14 Any other comments? ________________________________________________________________

Thank you for your time.Please return this form to: _____________________________________________________________

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Equipment and supplies

An overall checklist of items which maybe helpful for those planning activities incompiling their own lists. Checklists forsome specific methods are provided onthe methods pages.

Having the right equipment and supplies canmake the difference between success andfailure. Different events and activitiesobviously require different equipment andsupplies. Some require very little, if anything.

5 Banners and directional signs with fixings5 Base maps and plans of the area at

different scales (1:200 and 1:400 mostcommonly used)

5 Base model with movable parts5 Bell or whistle (to announce meetings etc)5 Blackboard and chalk5 Blackout curtains5 Blu-tack5 Box files5 Cameras:

35mm or digital with wide-angle,telephoto, flash and close-up facility Polaroid (for instant prints)

5 Cardboard or polystyrene (for modelmaking)5 Catering gear (cups, plates, cutlery,

napkins, urn, kettle etc.)5 Chairs (stackable?) and stools5 Chalk (different colours)5 Clipboards5 Clock with alarm (for timing speakers)5 Cocktail sticks (for use with model)5 Compasses5 Computer equipment:

laptop laser printer and tonerscanner if possibleDTP and word processing software disks

5 Correction fluid5 Cutting knives, mats, metal edge and

spare blades

5 Desks5 Dictating and transcribing equipment5 Drawing boards or drawing tables5 Drinks facility and fridge5 Easels and pads (24”x 30”)5 Erasers5 Exhibition facilities5 Extension cables5 Filing trays5 Film:

colour slides for presentationscolour or black & white prints for reports

5 Film projector and screen5 Flat-bed photo-stand with colour corrected

lamps (for shooting drawings and plans)and spare bulbs

5 Flipcharts (with non-squeaky pens)5 Food and drink5 Hole punches5 Layout pads (grid marked with non-repro

blue ink)5 Light box (for sorting slides)5 Lighting, including desk lighting5 Lock-up for valuable equipment5 Name badges (or blank sticky labels)5 Overhead or opaque projectors with

transparency film and markers (handy forsketching and for presentations)

5 Paper: A4 & A2 sketch pads A4 writing pads (lined) tracing (white and yellow) A5 note pads flipchart padsbutcher paper (long strips)

5 Paperclips5 Paper trimmer or guillotine5 Pencils: normal; coloured5 Pens:

felt-tips in bright colours and grey tones(different sizes); fibre-tipped with medium and fine tips ball points (black and red)technical drawing highlighters

5 Photocopier with enlarging/reducing

Useful checklists

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USEFUL CHECKLISTS

facility (with rapid repair service)5 Photocopier paper, toner etc5 Pin board or pin-up wall5 Pins – different colours:

drawing pins stick pins

5 Plan storage system5 Pocket notebooks (for shirt pockets)5 Pointer stick for presentations (1 metre)5 Post-its (different sizes and colours)5 Power outlets5 Pritt-sticks5 Public address system with microphones

on stands and roving5 Ring binders (A4)5 Rubber bands5 Rubber cement5 Rubbish bags5 Rulers and scale rulers5 Scissors5 Screen for copying photographs5 Shelving and filing space5 Slide projectors (carousel type) with

screens, blackout drapes, spare carouseltrays, spare fuses, spare bulbs, extensioncord, remote buttons with extra long cordand pointer torch

5 Spraymount adhesive5 Staples and staple extractors5 Sticky dots (many colours)5 Tables5 Tape:

masking tape magic tapeheavy duty tape

5 Tape recorder and cassettes5 Telephones and fax machines5 Toilet paper5 T-squares, triangles and circle templates5 Velcro pads5 Video camera and cassettes5 Video play-back equipment (if relevant)5 Waste bins and garbage bags5 .............................................................5 .............................................................5 .............................................................

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USEFUL CHECKLISTS

Who to involve

A checklist of people and organisationswho might need to be involved in anycommunity planning initiative. Customiseyour own list.

5 Allotment holders5 Archaeological groups5 Archaeologists5 Architects5 Builders5 Businesses5 Chambers of commerce5 Charities5 Children5 Churches5 Civic societies and groups5 Colleges5 Community associations5 Community-based organisations (CBOs)5 Community leaders5 Community woodland groups5 Companies5 Conservation groups5 Countryside management officers5 Craftspeople5 Designers5 Developers5 Disability groups5 Ecologists5 Economists5 Engineers5 Environmental groups5 Ethnic groups5 Estate agents5 Farmers5 Financial institutions5 Footpath and access groups5 Funding agencies5 Health workers5 Homeless people5 Industrialists5 Journalists5 Land managers5 Landowners5 Landscape architects5 Lawyers5 Local authorities

5 Local history groups5 Media groups and organisations5 Migrants5 Minority groups5 Mothers’ unions5 Museums (especially local history)5 Non-governmental organisations (NGOs)5 Parent–teacher organisations5 Parish councils5 Photographers5 Planners5 Playgroups5 Police5 Postmen and women5 Professional institutions and groups5 Property owners5 Public works departments5 Publicans5 Ramblers5 Religious groups5 Residents groups and associations5 Rural community councils5 Schools5 Senior citizens5 Shopkeepers5 Sports groups5 Squatters and squatters’ groups5 Statutory agencies5 Street cleaners5 Student groups5 Surveyors5 Teachers5 Tenant groups and associations5 Town managers5 Traders5 Transport groups5 Transport operators5 Transport planners5 Universities5 Urban designers5 Utility providers5 Village hall committees5 Wildlife groups5 Women’s groups5 Women's institutes5 Workforces5 Young people5 Youth clubs, guides and scouts5 .............................................................

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USEFUL CHECKLISTS

Neighbourhood skills survey

A checklist of skills for finding out whattalent exists in a community. Use it tocompile your own survey form. Illustrateit if you want. Then distribute it roundthe neighbourhood or, better still, knockon doors and help people fill it in.

55 Acting55 Artwork55 Babysitting55 Bicycle repairs55 Book keeping55 Building55 Campaigning55 Car mechanics55 Catering55 Chatting55 Child minding55 Community planning55 Computer operating55 Computer repairs55 Decorating55 Disc jockey55 Drawing55 Dress making55 Driving a bus55 Driving a car55 Driving a truck55 Electrical work55 Embroidery55 Facilitating workshops55 First aid55 Fundraising55 Gardening55 Graphic design55 Hut erection55 Journalism55 Keeping people informed55 Knitting55 Landscaping55 Letter writing55 Managing55 Motorbike repairs

55 Negotiation55 Nursing55 Organising events55 Photography55 Playing music55 Plumbing55 Pottery55 Public speaking55 Publicity55 Roofing55 Running a bar55 Running a cafe55 Sports (please specify)55 Sculpting55 Site clearing55 Teaching55 Translating (specify languages)55 Typing55 Video work55 Woodwork55 Writing and editing55 Youth work55 .............................................................55 .............................................................55 .............................................................55 .............................................................

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USEFUL CHECKLISTS

Community plan content

A checklist of items that might beconsidered in a community plan ormasterplan. Customise and structure yourown list.

5 Accessibility5 Action plans – for various time periods5 Advice services5 Air quality5 Alcohol abuse5 Allotments5 Animals and birds5 Anti-social behaviour5 Archaeology5 Architecture5 Arts – visual and performing5 Bad neighbour uses5 Boating facilities5 Building scale and character5 Building skills5 Building use5 Burial sites5 Buses5 Cafes5 Carnivals and celebrations5 Character of the area5 Childcare facilities5 Churches5 Cinemas5 Clubs and societies5 Colour – of buildings and townscape5 Community care facilities5 Community centres5 Community participation strategies5 Community trusts5 Conservation of buildings 5 Conservation of landscape5 Crafts5 Crime – causes and deterrents5 Culture5 Cycle facilities5 Dance venues5 Densities of development5 Development opportunities5 Disability facilities5 Disabled access5 Disaster management

5 Dogs and other pets5 Drainage5 Drug abuse5 Economic generators5 Education facilities5 Electricity supplies5 Employment5 Energy5 Enterprise5 Entertainment facilities5 Environmental art5 Erosion5 Events5 Farming5 Flooding5 Fly-posting5 Fly-tipping5 Friendliness5 Fumes5 Fund-raising5 Gardens5 Gas supplies5 Graffiti5 Health5 Historic connections5 Homework clubs5 Human resources5 Image5 Implementation mechanisms5 Indoor sports5 Infill sites5 Information availability5 Information technology5 Innovation5 Internet access5 Lakes and ponds5 Land and property use5 Land and property values5 Landmarks5 Libraries and other learning facilities5 Licensing5 Lighting - streets and buildings5 Links and alleyways5 Litter5 Litter bins5 Leisure facilities5 Local authorities5 Local exchange trading5 Local organisations and institutions

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USEFUL CHECKLISTS

5 Local produce5 Local shops5 Low income support systems5 Maintenance and management systems5 Market gardens5 Markets – indoor and outdoor5 Men’s facilities5 Minority groups5 Mixed uses5 Music venues5 Noise5 Older people facilities5 Open spaces5 Parks and public gardens5 Paths5 Pedestrians5 Planning procedures5 Play facilities5 Policing5 Pollution5 Poverty and wealth5 Power supplies5 Principles of development5 Public art5 Public squares5 Pubs5 Quality of design5 Quality of life5 Quality of local services5 Railings5 Railways and station locations5 Recycling waste material5 Refuse collection5 Religions5 Resource centres5 Restaurants5 Rivers and streams5 Road building and maintenance5 Safety5 Schools 5 School use out of hours5 Sense of identity5 Sense of place5 Sense of safety5 Sewage disposal5 Shopping facilities5 Smell5 Social inclusion and mix5 Social services

5 Special needs facilities5 Sports facilities – pitches, courts5 Sports opportunities5 Street cleaning5 Street lighting5 Street signs and numbering5 Street trees5 Streetscape5 Sustainability5 Targets for action5 Temporary uses5 Timescales5 Tourism5 Townscape5 Traffic5 Traffic calming5 Traffic routes5 Transport options5 Vacant buildings5 Vacant land5 Vernacular architecture5 Views5 Visitors5 Voluntary organisations5 Voluntary services5 Water features5 Water supplies5 Women’s facilities5 Youth clubs5 Youth services5 .............................................................5 .............................................................5 .............................................................5 .............................................................

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USEFUL CHECKLISTS

Initiatives neededA checklist of general policy initiativesthat may help make community planningmore effective. Customise to suit yourcountry, place and circumstances.

6 Build locallyLocally-based building activity should beencouraged so that the economic benefitsof development stay within thecommunity. Provision for the employmentof local labour and training of local peoplein building skills should be considered forinclusion in any building contract.

6 Career incentivesCommunity planning expertise should berecognised and encouraged with moreeffective and systematic trainingprogrammes and career opportunities.

6 Centres of activity and informationNew centres, or networks of centres, oncommunity planning should be establishedat national and regional level todisseminate good practice, provide advice,and evaluate and follow up on events andactivities.

6 Community development briefsDevelopment briefs should be producedwith communities for all major sites andshould preferably become mandatory as abasis for land valuation and acquisition.

6 Culture of participationA general culture of participation shouldbe encouraged so that participation inplanning becomes natural and inevitable.

6 Delegated planning powersPlanning powers should be delegated tothe lowest possible tiers of government,with regional government retaining powersto intervene only in the event of localcorruption or for major strategic issues.

6 Derelict land and buildingsDerelict land and buildings (both publicand private) should be made available forcommunity-led initiatives and be made thesubject of punitive taxes to encouragetheir productive use.

6 Educating enablersThe curricula of architecture and planningschools should include relevant trainingfor professional enablers. Live project units– urban design studios – should be set upat all schools, to undertake communityprojects.

6 Environmental educationEnvironmental education programmes forthe public should be expanded so thatpeople learn how the built environmentworks and how they can take part inimproving it. Environmental educationshould form part of primary andsecondary school curricula, andcomprehensive networks of urban andrural studies centres should beestablished. There should be specialemphasis on local vernacular architectureand building techniques.

6 Freedom of informationLand ownership should be publicinformation and always kept up to date.When property in public or socialownership is sold, there should be publicdebate on its use beforehand, and itshould not automatically be sold to thehighest bidder.

6 Good practice informationMore good practice guidance needs to beproduced, made available and kept up todate. Specific items include:

5 Catalogues of information already available;

5 Detailed how-to-do-it information on methods;

5 Toolkits of sample documents and formats;

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5 Contact data for people and organisations with relevant experience.

5 Well presented case studies in print and on film.

5 Training packs and programmes.

6 Gradual developmentPlanning policies should generallyencourage incremental, evolutionarydevelopment with large development sitesbroken down into smaller packages.

6 InformationInformation systems should be establishedto make data about successful examplesof community planning and developmentwidely available. Programmes should beestablished to encourage more exchangeof experience between the various groupsinvolved in the process – public, private,professional and voluntary. Methodsshould be devised for exchanginginformation internationally so thatrelevant lessons may be learned in theshortest possible space of time.

6 Lobbying for resources Multi-agency co-ordination, resources andleadership are needed to lobby forincreased resources for participatoryplanning activity at local level andsupporting services at national or regionallevel.

6 MarketingThe importance and effectiveness ofcommunity planning should be moreforcefully marketed.

6 Percentage for participationAll significant developments shouldinclude in their budgets a specific amountof funding for effective participation at allstages.

6 Planners out in the communityMore professional planners should bephysically located in multidisciplinaryoffices in the communities they serve. In

USEFUL CHECKLISTS

urban areas no one should be more thana few minutes' walk from such an office.Architecture centres, community designcentres and neighbourhood planningoffices should all be promoted.

6 Planning applications Proposals by property owners fordevelopment should be encouraged orrequired to include visual details andpolicy statements. It should also bepossible to view proposals nearby, ie in alocal shop or cafe, rather than having totravel to remote government offices.Ideally, proposals should be displayedvisually at the site in question.

6 Planning decisionsAll relevant social and environmentalissues should be considered in planningappeals, public inquiries and localplanning decisions. The recommendationsof public inquiry inspectors should not beoverturned by central government exceptfor overriding reasons, such as nationalsecurity. Community groups should begiven access to the necessary resources topresent their case effectively.

6 Practitioner listing serviceRegisters of experienced communityplanning and community architecturepractitioners should be established to helplocal authorities, developers andcommunity groups obtain the bestexpertise available.

6 Professional paymentRecommended professional fee scalesshould be adjusted to take account of theextra time needed to involve end-users.

6 Public funding Accountability procedures for the receiptof public funds should be redefined toencourage community initiatives andprovide voluntary organisations withconsistent, long-term funding, to facilitateforward planning.

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6 Public sector enablersCentral and local government should learnto trust community organisations andactively assist them in their formation andgrowth. There should be a fundamentalpolicy shift from 'providing' to 'enabling'.

6 Public participation statements Developers of significant projects shouldbe required to produce a ‘publicparticipation statement’ identifying thoseaffected and setting out how they will beinvolved in the development process. Thisshould be an integral part of planningapplication procedures.

6 Quantify benefits Funding needs to be allocated tosystematic analysis and quantifying of thebenefits of community planningapproaches.

6 ResearchFar more resources should be devoted toresearch on the built environment bygovernment and the developmentindustry to avoid making the samemistakes over and over again. Researchand development programmes should beundertaken on the long-term costeffectiveness of different approaches andthe results widely disseminated. Specialattention should be directed towards thedevelopment of techniques inparticipatory planning and design.

6 Review statutory proceduresPlanning, development and managementprocedures need to be constantlyreviewed to ensure they incorporate thebest participatory practice available. Thismight cover:

5 Preparing local plans;5 Preparing development briefs;5 Planning application procedures; 5 Public inquiry procedures;5 Urban management procedures.

6 Simplify languagePlanning legislation should be re-writtenin straightforward language.

6 Technical aidNetworks of community-controlled,publicly-funded multi-disciplinary technicalaid facilities should be established andmaintained.

6 Voluntary sector empoweredVoluntary organisations – representinggeographical communities andcommunities of interest – should willinglydemand and accept more responsibilityfor the creation and management of theenvironment and should strengthen andrestructure themselves in order to becomemore effective as developers and propertymanagers. Special emphasis should be puton encouraging the formation of housingcooperatives, special project groups,development trusts, neighbourhoodforums and development partnerships.

6 ....................................................................................................................................................................................................................................................................

6 ....................................................................................................................................................................................................................................................................

USEFUL CHECKLISTS

CPH pages 164-180 10/7/06 14:23 Page 180


A

Action groupInformal organisation set up toget something achieved,usually through visible andpublic protest.

Action minutesRecord of a meeting in the formof a list of steps required, whoshould take them and when.

Action planProposals for action. Usually inthe form of a list of stepsrequired, who should takethem and when. p170.

Action planningAn approach to planning andurban design involving theorganisation of carefullystructured collaborative eventswhich produce proposals foraction. Action planningevent. Term also used to meandeveloping an action plan.

Action plan.

Action planning eventCarefully structuredcollaborative event at which allsections of the local communitywork closely with independentspecialists from all relevantdisciplines to produceproposals for action.

p24.

Activity mapping Plotting on a map or plan howpeople use places as an aid tounderstanding how best toimprove them. Mapping.

Activity weekWeek of activities designed topromote interest in, and debateon, a chosen theme: egArchitecture week; Urban designweek; Environment week.

p26.A-Z

A-Z

Activity year Year of activities designed topromote interest in, anddebate on, a chosen theme:eg Glasgow 1999; UK City ofArchitecture and Design.

Adaptable modelFlexible model of an area orbuilding which allows peopleto test out alternative designoptions. Models.

Adventure playgroundPlayground that encourageschildren to construct andmanage their ownenvironment.

Advocacy planningProfessional planners workingon behalf of the disadvantaged.Term popular in the UnitedStates in the early 1970s.

AgendaPlan for a meeting. List ofitems to be discussed.

Alternative planPlan for a site orneighbourhood puttingforward a different approachto the prevailing plan.

Community plan.

Amenity trust Charitable organisationestablished to manage a publicamenity. Development trust.

Appraisal

Community appraisal.

Appreciative inquiryGroup working process whichbuilds on potentials, solutionsand benefits to create change.

” The Thin Book ofAppreciative Inquiry.bAppreciative Inquiry Group.

Glossary

Common and not-so-commonterms and concepts used incommunity planning simplyexplained.

Includes some methods notcovered elsewhere, with cross-references to sources of furtherinformation.

Refer to glossary itemwith similar meaning.

See also glossary item orpage reference.

Item covered more fullyin the Methods A–Z.

” Publication or film withfurther information(listing on page 203).

b Organisation withfurther information(listing on page 209).

A-Z

Editorial noteIn compiling this book I havehad to make many decisionson terminology. Differentpeople have used the sameterm to mean different thingsand different terms to meanthe same thing. I have tried touse the simplest and mostexplanatory term whereverpossible and avoid jargon. But do not get hung up onterminology. If your ‘designworkshop’ is more likely to besuccessful if you call it an‘interactive planning meeting’,that is what you should call it.Generally, though, using simpleand direct language is likely tobe most successful in sustaininginterest and enthusiasm.

CPH pages 181-202 10/7/06 14:26 Page 181

Appropriate technologyConstruction materials andtechniques geared to localsocial and economic needs,possibilities and sources ofmaterials. Sometimes referredto as user-friendly technology.

ArchetypesPlaces with certain easilyidentifiable qualities. Conceptsometimes used in briefing anddesign workshops to getpeople to describe the kind ofplaces they aspire to; forinstance, a certain part of acertain city or a certain building.

Architects in schoolsEnvironmental educationprogramme involving architectsworking with children inschools. b Royal Institute ofBritish Architects.

Architecture centrePlace aimed at helping peopleunderstand, and engage in, thedesign of the local builtenvironment. p28.

Architecture weekWeek of activities designed topromote interest in, anddebate on, architecture. Usuallyincludes opening interestingbuildings to the public.

Activity week.

Architecture workshopWorkshop session onarchitecture. Term alsosometimes used to describe anarchitecture or communitydesign centre.

Architecture centre.Community design centre.

Art centrePlace providing a focus for thearts and local artists.

A-Z

Art house Building used as a base forlocal artists producing andexhibiting work with and aboutthe local community. Used as aregeneration technique fordeveloping local pride andtalent. Art centre.

Art workshopSession where local residentswork with artists designing andmaking artworks to improvetheir environment. p30.

Asset baseCapital assets of property orcash which underpin theoperations of an organisation,for instance by generatingrevenue from rents.

Assistance team

Design assistance team.

Award schemeProgramme set up to promotegood practice by presentingawards for excellence or effort.

p32.

Awareness raising dayDay of activities designed topromote interest in a communityplanning issue, normally heldprior to a planning day or otherintensive activity.

Awareness walk

Reconnaissance trip.

Balanced incrementaldevelopment Development processundertaken in stages that leadon from one another. Allowsschemes to evolve organically.

Barefoot architect Architect who works in villageshelping people construct theirhomes. Term used in Asia.

Community architect.

A-Z

A-Z

Before and after Photos, drawings or computersimulations showing a placebefore and after developmenthas taken place from the sameviewpoint. One of the mosteffective ways of helpingpeople understand proposals.

example p20.

Best fit slide ruleA visual discussion tooldesigned to examinealternative street infill solutionsand their consequences. Anelevation of a street is drawnor assembled with photos andalternative designs inserted.

” Participatory design.

Block modelsPhysical models wherebuildings are made out ofwooden blocks.

Models.

Blu-tack®Registered brand name for re-usable adhesive ‘gum’ forfastening paper etc to asurface.

Bottom-upTerm used to refer to initiativesled by the community, asopposed to ‘top down’initiatives led by theauthorities.

BrainstormingVigorous discussion to generateideas in which all possibilitiesare considered. Widely usedfirst step in generating solutionsto problems.

Briefing workshopWorking participatory sessionsheld at an early stage in aproject or action planningevent to establish a projectagenda or brief. p34.A-Z


GLOSSARYA

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GLOSSARY C

Building cooperative Cooperative buildingcontractor. All members usuallyreceive equal rates anddecisions are made collectively.

Business planning Testing the viability of a projector organisation by predictingincome and expenditure over aperiod of time.

Business planning for realComputer-based simulationwhich helps new or existingorganisations ‘play through’the choices they will face indeveloping a business plan.Groups assemble a list ofprojects they would like toundertake. These are fed into acomputer and the costimplications printed out.

” Good practice guide tocommunity planning anddevelopment.

Business planning workshopSession where participantswork in small groups todetermine project priorities andprogramme targets. Normally adraft business plan is preparedas a basis for discussion whichis then amended until anagreed cash flow is arrived at.

Buzz group Small group of people whowork through an issue. Similarto a focus group or workshop.

CapabilityThe quality of being capable;the ability to do something.

Capacity and vulnerabilityanalysis (CVA)

Vulnerability and capacityanalysis.

Capacity buildingThe development of awareness,knowledge, skills and operationalcapability by certain actors,normally the community, toachieve their purpose.

Empowerment.

Capacity building workshopEvent organised primarily toestablish partnerships betweenthe public, private and voluntarysectors on development issues.

Case studyDescription of a project. Usedfor helping others understandhow it worked, or failed to work.

ChairpersonIndividual who controls ameeting, deciding who canspeak when. Facilitator.

ChampionIndividual who believes in anidea and will promote itthrough thick and thin.Important ingredient for mostprojects. Moving spirits.

CharityOrganisation which acts in theinterests of society rather thanin pursuit of profit. May receivetax breaks and other benefits.

Charrette

Design charrette.

ChartLarge sheet of paper used forwriting or drawing on, usuallyattached to walls or placed onan easel. Essential tool ofparticipative working.

Flipchart.

Choice catalogueMenu of items, usually visuallyillustrated, showing a range ofdesign choices available.

p36.A-Z

Choices method Visioning process based onfour steps: 1. Meetings throughout thecommunity to brainstorm ideasfor making life better. 2. Consolidation of ideas intogoals and vision statements. 3. A ‘vision fair’ where peoplevote on which visions theywould like to pursue and makepersonal commitment pledges. 4. Setting up of action groupsto carry out chosen ideas.

” Chattanooga. ParticipationWorks!

Citizens jury Informal inquiry method wherea group of around 16 people,selected to be representative ofthe community, spend a fewdays examining an issue,listening to witnesses andproducing a report.

” Participation Works!

City farmWorking farm in an urban area,normally run by a voluntarycommittee of local people.Primary role is educationalrather than food production.

Civic forum

Forum.

Civil societyThe arena of organised citizenactivity outside of the state andmarket sectors. People comingtogether to define, articulate,and act on their concernsthrough various forms oforganisation and expression.

ClientIndividual or organisation thatcommissions buildings or otherprojects. User-client.

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GLOSSARYC

Community architect Architect who practisescommunity architecture. Willoften live and work in theneighbourhood he or she isdesigning for.

Community architecture.

Community architecture Architecture carried out withthe active participation of theend users. Similarly communitydesign, community planningand so on.

Community art Visual and performance artaddressed to the needs of alocal community. Often relatedto environmental issues.

Art workshop.

Community-basedorganisation (CBO) Voluntary organisationoperating at a local level torepresent a local community orinterest group. Termincreasingly used atinternational level. Similar inmeaning to community group.

Community group. Non-governmental organisation.

Community build Building construction carriedout by members of the localcommunity, often voluntarily oras part of a training course.

Self-build.

Community buildingBuilding conceived, managedand sometimes built, by thelocal community forcommunity use. Phrase alsoused to describe the activity ofbuilding a community;physically, socially andeconomically.

Community business Trading organisation ownedand controlled by the localcommunity which aims tocreate self-supporting andviable jobs for local people andto use profits to create moreemployment, provide localservices or support localcharitable work.

Community consultationFinding out what local peoplewant. Consultation.

Community designDesign carried out with theactive participation of the endusers. Similarly communityarchitecture, communityplanning and so on.

Community design centre Place providing free orsubsidised architectural,planning and design services topeople who cannot afford topay for them. Also known as acommunity technical aidcentre. p38.

Community technical aidcentre.

Community design houseLocal office used by acommunity designer orcommunity architect. Termused in Japan. Communitydesign centre.

Community designerPractitioner of communitydesign. Person who designsplaces with people rather thanfor people.

Community developmentPromotion of self-managed,non-profit-orientated projectsto serve community needs.

A-Z

CohousingHousing with shared livingcomponents. Ranges fromsharing of gardens to sharingof workshops, laundry roomsand even kitchens.

” Cohousing.

CommitteeGroup of people elected ordelegated to make decisions,usually in meetings.

Workshop.

CommunityUsed in many ways. Usuallyrefers to those living within asmall, loosely definedgeographical area. Yet anygroup of individuals who shareinterests may also be describedas a community. Alsosometimes used to describe aphysical area rather than agroup of people.

following entries oncommunity.

Community action A process by which thedeprived define for themselvestheir needs, and determineforms of action to meet them,usually outside the prevailingpolitical framework.

Community action planning

Microplanning workshop.

Action planning.

Community appraisal Survey of the community bythe community to identifyneeds and opportunities.Usually based on a self-completion questionnairedevised by the community anddelivered to every household.

” Village Appraisals Softwarefor Windows.

Community profiling.

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GLOSSARY C

Community developmentcorporationNon-profit-orientated companyundertaking development forcommunity benefit. Americanconcept similar to the UK’sdevelopment trust.

Development trust.

Community developmenttrust

Development trust.

Community driven Term used to reflect key role ofthe community in an initiative.

Community enterpriseEnterprise for the benefit ofthe community rather thanprivate profit by people withinthe community.

Community forestWoodland area developed andmanaged by and for thecommunities living in andaround it. Programmeestablished in England by theCountryside Agency andForestry Commission.b Countryside Agency.

Community gardenPublicly accessible garden orsmall park created andmanaged by a voluntary group.

Community group Voluntary organisationoperating at local level.

Community-basedorganisation.

Community indicators Measures devised and used bycommunities for understandingand drawing attention toimportant issues and trends.Useful for building an agendafor education and action.

” Communities Count!

Community landscapeLandscape architecture ordesign carried out with theactive participation of the endusers.

Community learning andeducation centreFocal point for information andeducation at community level.

Community mappingMaking maps as a communalactivity. Mapping.

Community newspaperInformation source controlledby the local community. Alsocommunity newsletter; similaron a smaller scale.

Community plan Plan for the future of acommunity devised by the localcommunity. Sets out proposalsfor the way in which acommunity wants to developand respond to changes in thefuture. No set format. Willusually contain statements ofprinciple, physical designproposals and targets.

checklist p176.

Community planningPlanning carried out with theactive participation of the endusers. Similarly communityarchitecture, community designand so on.

Community planning councilUmbrella organisation atneighbourhood level withpowers to deal with planningmatters. Concept developedand recommended by the UK’sRoyal Town Planning Institutein 1982. Councils would bemade up of representativesfrom various sectionalvoluntary interests. Forum.

Community planning day

Planning day.

Community planning forumMultipurpose session lastingseveral hours designed tosecure information, generateideas and create interactionbetween interest groups.

p40.

Community planningweekend

Planning weekend.

Community politicsStyle of political action throughwhich people are enabled tocontrol their own destinies.Identified with an on-goingpolitical movement whichseeks to create a participatorydemocracy.

Community profilingWay of reaching anunderstanding of the needsand resources of a communitywith the active involvement ofthe community. Similarapproach as participatoryappraisal. p42.

Community projectFacility for the local community,created and managed by avoluntary committee, electedor unelected, from thatcommunity.

Community projects fund

Feasibility fund.

Community safety plan Plan drawn up by the localcommunity to reduce crimeand disorder.

A-Z

A-Z

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GLOSSARYC

Community technical aidMulti-disciplinary expertassistance to communitygroups enabling them to playan active role in thedevelopment of land andbuildings. The term ‘technicalaid’ is used to cover the diverserange of skills likely to beneeded including architecture,planning, landscaping,engineering, surveying,ecology, environmentaleducation, financial planning,management, administrationand graphics.

Community technical aidcentrePlace staffed by multidisciplinarygroup of experts who work forvoluntary groups, helping themto undertake any projectinvolving the development ofbuildings and land. Will providewhatever assistance is needed –design, planning, organisation,decision-making, management– from conception tocompletion. Similar to acommunity design centre.

Community design centre.

Community trustIndependent fundraising andgrant-making charity whichfunds initiatives in the localcommunity.

Community visioning Thinking collectively aboutwhat the future could be. Termused to describe groupworking processes which helpa community to developimaginative shared visions forthe future of a site, area ororganisation. Approach oftenadopted by local authorities aspart of their Agenda 21processes.b New Economics Foundation.

Future search conference.

Community woodland

Community forest.

Computer aided design Way of visually simulatingdesigns in three dimensions oncomputer.

Consensus building Procedure for helping peoplewith different views to cometogether interactively on adispute, project, plan or issue,to work towards agreeing asensible solution or wayforward which is mutuallysatisfactory.

Consultation Seeking people’s views (but notnecessarily involving them indecision-making).

Co-operativeAn enterprise conducted forthe mutual benefit of itsmembers. This might be abusiness that is democratic,each member having one voteirrespective of capital or labourinput. Any economic surplusbelongs to the members – afterproviding for reserves for thedevelopment of the business.

Housing co-operative.

Co-ownershipTenure arrangement in whichproperty is partly owned by theoccupier, the remaining portionbeing gradually purchasedduring the period ofoccupation.

Core costsExpenditure essential to keepan organisation going. Asopposed to project costs.Includes such things as staffwages, rent, heating.

Countryside designsummarySimple description of thedesign relationship betweenthe landscape, settlementpatterns and buildings. Usuallyproduced by the planningauthority for a region, oftencombined with the productionof local design statements forneighbourhoods within theregion.

Local design statement.b Countryside Agency.

Critical mass eventUmbrella term for organisationdevelopment techniquesinvolving large-scale eventsoften lasting several days andoften involving hundreds ofpeople. Mostly used fororganisational change but mayalso be appropriate forcommunity planning. Labelsgiven to specific types of event– structured in different waysand promoted by differentpeople – include future searchconference, large-scaleinteractive process, conferencemodel, real-time strategicchange, participative workredesign and open spaceworkshops.

Future search conference.Open space workshop.

Daily routine chartDiagram showing people’s dailyactivities and time takento accomplish each of them.Usually produced by groups ofwomen, men and childrenseparately. Useful to deepenthe analysis on seasonalcalendars and highlightdivisions of labour andresponsibilities.

Community profiling.Seasonal calendars.

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GLOSSARY D

Design assistance team (DAT)Multidisciplinary team whichvisits an area and producesrecommendations for action,usually after facilitating anaction planning event. Similarterms in use include Urbandesign assistance team (UDAT)and Housing assistance team(HAT) (where only housinginvolved). p44.

Design charrette Intensive design session, oftenincluding ‘all-nighter’, originallyjust for architecture studentsbut more recently including thepublic and professionals. Termoriginated at the Paris Ecoledes Beaux-Arts at the turn ofthe century. Projects werecollected at designated timeson a cart (‘charrette’) wherestudents would be foundputting finishing touches totheir schemes. Term nowwidely used in the USA todescribe any intensive, groupbrainstorming effort. Charretteoften used without the‘Design’ in front. Similar todesign workshop.

Design workshop.

Design day Day when architects and localpeople brainstorm for designsolutions to particular buildingproblems, usually in teams.Term also used to describe daywhen local residents can dropin and talk through designideas with professionals

” Building Homes People Want.

Drop-in office.

Design festAction planning event wheremultidisciplinary design teamsdevelop and present their ideasin public. p46A-Z

A-Z

Design game Method for devising buildingand landscape layouts withresidents using coloured cut-outs of possible design featureson plans. p48.

Design guideDocument setting out generalurban design principles whichshould be adopted by anydevelopment in an area.

Local design statement.

Design meeting Meeting for developingdesigns. Usually organised on aregular basis during the designstage of a project. Users andprofessionals will be present.The users, or clients, set theagenda but the meeting isnormally conducted by theprofessionals. Varioustechniques will be used topresent information and makedecisions: showing slides,models, drawings, catalogues.Normal arrangement is forparticipants to sit round atable.

Design simulation Playing at designing to getpeople used to the variousroles in the design process.

Design surgeryWhere architects, planners orother professionals workthrough design issues withindividuals, for instanceoccupants in a new housingscheme.

Design workshop Hands-on session allowinggroups to work creativelydeveloping planning anddesign options.

p50.

Design charrette.

A-Z

A-Z

Designing for realTerm used to describe the useof adaptable models todevelop detailed designproposals for a building or site.Participants explore options bymoving parts of the modelaround: ie, parts of a buildingor whole buildings. Similarconcept to Planning for Realbut on a smaller scale.

Planning for Real

Development officerIndividual who gets a project ororganisation up and running.

Development partnershipArrangement for collaborationby two or more parties tofacilitate development, usuallybetween the public and privatesectors. Partnership.

Development planning forrealAdaptation of Planning for Realspecially devised for developingcountries.

Planning for Real.

Development trust Independent, not-for-profitorganisation controlled by localpeople which facilitates andundertakes physicaldevelopment in an area.It will have significantcommunity involvement orcontrol, will bring together awide range of skills andinterests, and will aim tosustain its operations at least inpart by generating revenue.

p52. Communitydevelopment corporation.

DiagrammingCreating diagrams in groups.

Diagrams.

A-Z

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GLOSSARYD

DiagramsVisual representations ofinformation which help explaincurrent issues or futureproposals. p54.

Direct actionExertion of political pressure bytactics other than voting atelections. Usually used to referto strikes, squatting oroccupations.

Direct observationNoting of events, objects,processes and relationships;particularly useful for issueshard to verbalise.

DisablingNon-participatory form ofservice which renders the userunable to have a say in theprocess.

DisasterSerious disruption of thefunctioning of society, causingwidespread human, material,or environmental losses whichexceed the ability of theaffected society to cope usingits own resources (UNDP 91).

Disaster managementAll aspects of planning for, andresponding to, disasters.

Disaster mitigationReducing the impact ofdisasters on society by reducingthe hazards and/or society’svulnerability to them.

Mitigation.

Disaster preparednessThe ability to predict, respondand cope with the effects of adisaster.

Disaster reliefExtraordinary measuresnecessary for coping with adisaster.

A-Z

Discussion method Structure for effectivecommunication which allowseveryone in a group toparticipate.

Technology of participation.

Drop-in officeWorking office open to thepublic. Set up by architects orurban designers working in aneighbourhood to encouragelocal involvement in the designprocess. May be permanent ortemporary (on an open day forinstance).

Economic auditAudit of local economy, usuallyundertaken by independentprofessional economist.

Elevation montage Display technique for helpingpeople to understand andmake changes to streetscapes.

p58.

EmpowermentDevelopment of confidenceand skills in individuals orcommunities leading to theirbeing able to take more controlover their own destinies.

Capacity building.

EnablerProfessional or other personwith technical expertise or in aposition of authority who usesit to help people to do thingsfor themselves. The term canalso be used to refer toorganisations which behavelikewise.

EnablingProfessional and other servicesthat consciously encourage orallow users to participate.

Enabler.

A-Z

Enquiry by designIntensive action planningworkshop process involvingurban designers and localstakeholders. Devised fordeveloping plans for newurban villages.b Urban Villages Forum.

Enspirited envisioningWay of developing individualand shared visions of the futurethrough personal and groupdevelopment.

” Participation works!

Enterprise agencyNon-profit-making companywhose prime objective is torespond through practicalaction to the economic andtraining needs of its localcommunity. A principal activityis providing free advice andcounselling to support thesetting up and development ofviable small businesses. Mostlypublic sector-led in partnershipwith the private sector butthere are many exceptions.

Enterprise trust

Enterprise agency

Environment forumNon-statutory body fordiscussing and co-ordinatingenvironmental issues in anarea. Forum.

Environment shop Shop selling items andproviding information whichhelps people improve theirenvironment. Similarlyarchitecture shop, conservationshop etc.

p60.

Environment weekWeek of activities designed topromote interest in, anddebate on, the environment.

Activity week.

A-Z

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GLOSSARY F

Environmental capitalInclusive, participatory processfor evaluating whatenvironmental features andattitudes matter to localinterest groups and why.b Countryside Agency.

Environmental educationProgrammes aimed at makingpeople more aware of theirenvironment and the forceswhich shape it.

Environmental impactassessmentProcess whereby all impacts ofa development are identifiedand their significance assessed.Increasingly a statutoryrequirement before planningpermission is granted by a localauthority.

Envisioning

Visioning.

Equity sharing

Co-ownership.

ExhibitionDisplays of information. Maybe simply for presentinginformation or for gettingfeedback too.

Interactive exhibition.

FacilitationBringing people together todecide what they wish to do,and to work together to decidehow to do it.

FacilitatorPerson who steers a process,meeting or workshop. Lessdominant role than a‘chairperson’. Also known as amoderator.

Farmers marketMarket exclusively for localfood producers andcountryside products.

Feasibility fundRevolving fund providinggrants to community groupsfor paying professional fees forthe preparation of feasibilitystudies for community projects.Also known as a communityprojects fund. p62.

Feasibility studyExamination of the viability ofan idea, usually resulting in areport. example p63.

Fence methodPrioritising procedure using aline with a fence in the middleto establish people’s views onconflicting alternatives.

example p105.

Festival marketMarket for bric-a-brac andcrafts.

Field workshopWorkshop programme onlocation. Term used to describeevents lasting several daysinvolving a range ofcommunity profiling, riskassessment and plan-makingactivities. p64.

Fish bowlWorkshop technique whereparticipants sit around, andobserve, a planning teamworking on a problem withouttaking part themselves.

” Community Participation inPractice.

Five Ws plus HWhat, When, Why, Who,Where and How. Usefulchecklist in planning anyactivity.

FlipchartLarge pad of paper on aneasel. Standard equipment forparticipatory workshops as itallows notetaking to be visible.

A-Z

A-Z

FlipcharterPerson who records pointsmade at a workshop or plenarysession on a flipchart or largesheet of paper pinned on awall in full view of theparticipants. Flipchart.

Fly-postingPasting up posters in publicplaces, usually withoutpermission from buildingowners or authorities.

Focus groupSmall group of people whowork through an issue inworkshop sessions.Membership may be carefullyselected or entirely random.

Forum Non-statutory body fordiscussing and coordinatingactivity and acting as a pressuregroup for change.

Environment forum.Neighbourhood forum.Term also used to describe aone-off open meeting aimingto create interaction.

Community planningforum. Public forum.

Full-scale simulation Acting out a scenario to test adesign idea using full-scalemock-ups. Particularly usefulfor helping people design newbuilding forms.

Design simulation. Mock-up.

Future search conferenceHighly structured two and ahalf day process allowing acommunity or organisation tocreate a shared vision for itsfuture. Ideally 64 people takepart; eight tables of eight.

p66.A-Z

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GLOSSARYF

Futures workshopTerm used for a workshopdevised to discuss options forthe future. Various formats arepossible. Briefingworkshop. Design workshop.

Gallery walk Report back process whereworkshop flipchart sheets arepinned up at a plenary sessionand the reporter ‘walks’ pastthe sheets, using them as aprompt to summarise whattook place.

GamingThe use of games to simulatereal situations. p68.

Role play . Simulation.

Giving evidence Formal presentation ofinformation, for instance to apublic inquiry or local authoritycommittee.

Group interviewPre-arranged discussion withan invited group to analysetopics or issues against achecklist of points or localconcerns. Inter view.

Group modelling Use of physical models as abasis for working in groups tolearn, explore and makedecisions about theenvironment. Models.

Guided visualisation Group process using mentalvisualisation techniques forestablishing a community’saspirations.


HabitatThe social and economic, aswell as physical, shelteressential for well-being.

Hands-on exhibition.

Interactive exhibition.

A-Z

HazardPhenomenon that poses athreat to people, structures oreconomic assets and whichmay cause a disaster. It couldbe either human-made ornaturally occurring.

Hazard analysisIdentification of types ofhazard faced by a community,their intensity, frequency andlocation.

Heritage centre Place aimed at helping peopleunderstand, and engage in, thehistoric local built environment.Key elements: old photos, oldartefacts, leaflets, books,information sheets, maps,postcards, models, trails.

Architecture centre. Localheritage initiative.

Historic buildings trustCharitable organisation set upto preserve historic buildings.

Historical profile Key events and trends in acommunity’s development,usually displayed visually.


Historical profiling Construction of historicalprofile in groups. Informationabout past events is gatheredto explain the present andpredict possible futurescenarios. One approachinvolves people describing andexplaining their life history withrespect to particular issues. Information is marked up onmaps or charts to build acomprehensive time-line ofevents and issues that mouldand affect a community.

Homeowners file File of book-keeping schedulesdesigned to help families tocontrol the construction andmanagement of their homes.

HomesteadingProgramme in which propertyowners (usually localauthorities) offer substandardproperty for sale at low cost tohouseholders who will work onthem in their own time, doingbasic repairs and renovation tostandards monitored by theoriginal owners.

Housing associationAssociation run by an electedmanagement committee whichuses government money toprovide housing in areas andfor people which thegovernment believes to be ahigh priority. Building societymoney is also increasingly usedto fund housing associations.

Housing co-operative Organisation which owns ormanages housing and which isowned and managed by theoccupants of that housing.Often referred to as a housingco-op.Co-operative.Secondary co-operative.

Human capitalAbility of individuals to doproductive work; includesphysical and mental health,strength, stamina, knowledge,skills, motivation and aconstructive and co-operativeattitude.

Social capital.

IcebreakerGroup activity aimed at makingpeople feel comfortable witheach other. Often held at thestart of action planning events.

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GLOSSARY L

Ideas competitionCompetition for generatingoptions for improving aneighbourhood, building orsite aimed at stimulatingcreative thinking andgenerating interest.

p70.

Illustrated questionnaireQuestionnaire with pictures tofind out people’s designpreferences.

Choice catalogue.Questionnaire survey.

ImagineMethod for establishingpositive initiatives based on astructured approach toimagining the future.


Imaging dayDay when people visualise thefuture with the assistance of askilled artist.

Immediate report writingWriting reports in the field orat an event rather doing it laterin the office.

Informal walkWalking in a group without adefinite route, stopping to chatand discuss issues as they arise.


Interactive displayVisual display which allowspeople to participate bymaking additions oralterations. Also known as ahands-on display. p72.

Interactive exhibition Exhibition which allows peopleto participate by makingadditions or alterations. Alsoknown as a hands-onexhibition.Interactivedisplay. Open house event.

A-Z

A-Z

Interview Recorded conversation, usuallywith prepared questions, withindividuals or groups. Usefulfor information gathering.More flexible and interactivethan a questionnaire.

Group interview. Keyinformant interview. Semi-structured interview.

Jigsaw displayExhibit where groups preparedifferent parts which are thenassembled as a whole.

Key informant Person with special knowledge.

Key informant interviewInformal discussion based on apre-determined set ofquestions with people whohave special knowledge.

Interview.

KISS Stands for ‘Keep It Simple,Stupid’. Useful reminder in acomplex field.

Ladder of participationUseful and popular analogy forlikening the degree of citizenparticipation in any activity to aseries of rungs on a ladder. Firstput forward in 1969 (by SherryArnstein) with 8 rungs: 1. Citizen control.2. Delegated power.3. Partnership.4. Placation.5. Consultation.6. Informing. 7. Therapy.8. Manipulation.This has been modified inmany different ways by manypeople since. page 10.

” The Guide to EffectiveParticipation.

Landscape characterassessment Process for describing an area’ssense of place, features andattributes. Useful foundationfor making planning and landmanagement decisions for anarea.

Local character workshop.b Countryside Agency.

Large group interventions

Critical mass event.

LaunchEvent to promote the start ofan initiative or project. Usefulfor generating interest andinvolvement.

LeafletSheet of paper providinginformation, usually producedin large quantities. Standardpublicity technique.

Linkage diagramShows flows, connections andcausality. Diagrams.

LivabilitySomewhat loose measure ofthe quality of life where needsthat are justifiable according tonatural justice are met.

Living over the shop schemeProgramme to encouragepeople to occupy vacantpremises over shops, usually byoffering grant aid. Town centreregeneration method.

Lobbying Influencing decision-makersthrough individual and groupface-to-face persuasion orletter writing.

Local Pertaining to a particular ruralor urban place or area.

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GLOSSARYL

Local authorityOrganisation governing localarea. For instance; boroughcouncil, county council, towncouncil, village council.

Local character workshop Workshop designed to helppeople identify what makes anarea special. Usuallyundertaken as part ofpreparing a local designstatement or landscapecharacter assessment. Involvesmapping and photo surveys.

Landscape characterassessment. Local designstatement.

Local design statementPublished statement producedby a community identifying thedistinctive character of theplace. The aim is for it to beused by planning authorities toensure that futuredevelopment and change issympathetic and hascommunity support.

p74.

Local environmentalresource centre Resource centre focusing onlocal environmental issues.

Resource centre.

Local heritage initiativeProcess for helping peoplerecord and care for their locallandscape, landmarks andtraditions.b Countryside Agency.

Local peoplePeople who live in a particularrural or urban place or area.

Local regeneration agencyOrganisation set up toundertake regeneration workin an area.

A-Z

Local resource centrePlace providing informationand support for people at acommunity level.

Resource centre.

Local support teamLocally-based team providingexpertise for an activity orevent.

Local sustainability modelProcess allowing a communityto assess its present positionand test the likely effect ofprojects.


Logical framework analysisMethod for thoroughly testingthe effectiveness of any projectproposal. Assesses objectives,purposes, inputs, assumptions,outputs, effects and inputs.Much used by internationalfunding agencies.

Low-cost housingHousing affordable by peopleon low incomes.

Maintenance manualInstructions on how tomaintain a building or openspace. Important for helpingusers to keep places in goodorder.

Managed workspaceCommunally managed buildingfor individual, andindependent, enterprisessharing common supportfacilities and services.Sometimes known as aworking community.

Management committeeGoverning body of a project ororganisation. Similar to boardof directors in a company.

Mapping Physical plotting of variouscharacteristics of an area intwo dimensions. May be doneindividually or communally.

Activity mapping.Community mapping. Mentalmapping. Mind map. Parishmapping. p76.

MarketPlace for buying and sellinggoods and services. Animportant regeneration tool.Types of market include: streetmarket, covered market,farmers market, festivalmarket.

MasterplanOverall planning framework forthe future of a settlement. Maybe highly detailed or schematic.Used to provide a vision andstructure to guide development.

Matrix Diagram in the form of a gridallowing comparison of twovariables. Used for assessingoptions. Diagrams.

MediationVoluntary process of helpingpeople resolve their differenceswith the assistance of a neutralperson.

MeetingEvent where people cometogether to discuss and decide.May be formal or informal,public or private.

Mental mappingProduction of maps byindividuals or communitiesshowing how they perceivetheir neighbourhood (asopposed to geographicallyaccurate maps). Mapping.

A-Z

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GLOSSARY N

Micro-financeBanking system which providessmall loans to poor peoplewithout collateral.

Microplanning workshopIntensive planning proceduredeveloped specifically forupgrading settlements indeveloping countries involvinga minimum of preparation,materials and training. Alsoreferred to as communityaction planning. p78.

Mind mapDiagram showing people’sperceptions of trends andlinkages. Not a geographicalmap. Used in future searchconferences. Diagrams.Future search conference.

Mini visioningBasic and succinct visioningworkshops. Visioning.

Mission statementWritten explanation of thepurpose of a project, event ororganisation. Usually brief andto the point. Useful foravoiding misunderstanding,particularly in partnerships.

MitigationMeasures taken to minimisethe impact of a disaster. Bymodifying the hazard itself orby reducing vulnerability to it.Ranges from physical measuressuch as flood defenses, toraising people’s living standardsso they no longer need toinhabit areas at risk. Mitigationcan take place before, duringand after a disaster.

A-Z

Mobile unit Caravan or mobile homeconverted into an office/studioas a base for undertakingcommunity planning activity onlocation. p80.

Mock-up Full-size representation of achange or development,usually on its proposed site,prior to finalising the design.

Modelling Making models. Usually refersto making models as a groupprocess. Similar to mappingbut in three dimensions insteadof two. Mapping. Models.

ModelsPhysical three-dimensionalconstructions simulating abuilding or neighbourhood.

p82.

Moderator

Facilitator.

Moving spiritsPeople in a community whowant to improve things for thebetter and who are prepared togive time and thought tosomething they think mighthelp. Also referred to asmovers and shakers or socialentrepreneurs.Champion.

Mutual aidWhere people help each otherwithout any formalorganisation.

Neighbourhood councilElected body at neighbourhoodlevel with certain statutorypowers. Urban equivalent of aparish council and effectively amini local authority.

A-Z

A-Z

Neighbourhood forum Non-statutory body fordiscussing a neighbourhood’saffairs and acting as a pressuregroup for improvements.Members may be publiclyelected – usually in categories(eg residents, traders, churches,etc.) – or be nominated byorganisations entitled to berepresented under theconstitution. May be effectivelya non-statutory neighbourhoodcouncil although proceduralpractice varies considerably.

Neighbourhood planning office Local office established to co-ordinate community planningactivity. p84.

Neighbourhood skills survey Survey to establish what skillsand abilities people have in aneighbourhood. Used to findout what a community can dofor itself and to generateinterest. Sometimes referred toas a neighbourhood talentsurvey. Useful checklistsp175.Resource survey.

Neighbourhood talentsurvey

Neighbourhood skills survey.

NetworkingExchanging experience withpeople engaged in similaractivities. Usually in an informalmanner.

Newspaper supplementSpecial insert or section of anewspaper. Can be used tocover local design issues.

p86.A-Z

A-Z

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GLOSSARYN

Non-governmentalorganisation (NGO)Voluntary and non-profit-distributing organisation. Thedifference between an NGOand a CBO (community-basedorganisation) is that an NGO isnormally organised and fundedfrom outside the local communityin which it operates.


NotetakerPerson who records pointsmade at a workshop or plenarysession with a view to writingup a record and/or making apresentation of the results.

Off-setting biasesBeing self-critically aware ofbiases in behaviour andlearning, and deliberatelycountering them.

Open design competition Competition open to everyone.Contrasts with limited orclosed competitions to whichentry is restricted.

Ideas competition.

Open day Day when a project ororganisation encouragespeople to come and find outwhat it is doing and how itworks. Often used to generateinterest and momentum.

Open house event Event designed to allow thosepromoting developmentinitiatives to present them to awider public and securereactions in an informalmanner. Halfway between anexhibition and a workshop.

p88.A-Z

Open space technology Framework within which openspace workshops are held.

Open space workshop.

Open space workshop Workshop process forgenerating commitment toaction in communities ororganisations. Features includestarting without an agenda.

p90.

Opinion surveySurvey to find out what peoplethink about an issue. Survey.

OutcomesResults of projects orprogrammes, usuallyunmeasurable (eg, people arehappier). Outputs.

OutputsMeasurable results of projectsor programmes (eg, number oftrees planted). Outcomes.

OutreachTaking consultation to thepeople rather than expectingthem to come to you.

OutsidersNon-local people. Usually refersto professionals and facilitators.

OwnershipTerm often used to refer to asense of responsibility for aninitiative or project. eg, ‘Peoplewill have ownership of an ideaor a project if they have beeninvolved in creating it’.

Pair-wise ranking Rapid and simple way ofselecting the most importantissues or problems facing acommunity. Brainstorminggenerates a preliminary list. Agroup of people then vote onthe significance of every itemagainst each other item using amatrix.

A-Z

ParadigmA coherent and mutuallysupporting pattern ofconcepts, values, methods andaction, amenable or claimingto be amenable, to wideapplication.

Parish mapping Arts based way in which acommunity can explore andexpress what they value in theirplace through the creation ofmaps out of a wide variety ofmaterials. Mapping.b Common Ground.

ParticipationAct of being involved insomething.

ParticipationitisWhen everything has to bechecked by everyone. Toomuch participation.

Participation training Short courses or workshopsessions on participationapproaches. May be aimed atprofessionals or communityactivists.

Participatory appraisalAn approach to gaining a rapidin-depth understanding of acommunity, or certain aspectsof a community, based on theparticipation of thatcommunity and a range ofvisual techniques. Allowspeople to share and recordaspects of their own situation,conditions of life, knowledge,perceptions, aspirations,preferences and develop plansfor action. Not restricted toplanning issues. Many termsused to imply similar conceptincluding participatory learningand action.


” Whose Reality Counts?

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GLOSSARY P

Participatory buildingevaluation Method for users and providersto jointly assess theeffectiveness of buildings afterthey have been built.

” User Participation in BuildingDesign and Management.

Participatory democracyProcess which involves peopledirectly in decision-makingwhich affects them, ratherthan through formally electedrepresentatives such ascouncillors or MPs as inrepresentative democracy.

Participatory designDesign processes which involvethe users of the item or placesbeing designed.

Participatory editingMethod of involving largenumbers of people inproducing reports and othermaterial. p92.

Participatory monitoringand evaluation (PME)Monitoring and evaluationundertaken with theparticipation of those whotook part in the activity beingmonitored and evaluated.

Participatory rapid appraisal(PRA)

Participatory appraisal.

Participatory theatreThe use of physical movementand creativity to explorepeople’s experience anddevelop a common vision.


PartnershipAgreement between two ormore individuals ororganisations to work togetherto achieve common aims.

” Managing Partnerships.

A-Z

Partnership agreementFormal document setting outthe terms and conditions of apartnership arrangement.

Partnership.

Pattern languageMethod devised to enableuntrained people to designtheir own buildings and citiesin accordance with well-triedprinciples of good design.

” A Pattern Language.

People’s organisation


People’s wallWall covered with large sheetsof paper where visitors to adesign fest or workshop canwrite and draw. Public wall.

Percent for participationCampaign to get a percentageof total development costsspent on participation. Startedby the Royal Institute of BritishArchitects’ CommunityArchitecture Group. b Community ArchitectureGroup.

PermacultureApproach to designingsustainable environmentsbased on ecological principlesof co-operation with nature.

Permaculture design courseCourses aimed at makinggroups self-reliant andsustainable and helping themto take initiatives. Introductorycourses last a weekend. Maincourses are 2 weeks or a seriesof weekends.b Permaculture Association.

” Permaculture TeachersHandbook.

Photo surveySurvey of locality usingcameras. p94.

Pile sortingMethod of categorising bysorting cards or other itemsinto piles. Used in groupsessions.

Planning aid schemeThe provision of free andindependent information andadvice on town planning togroups and individuals whocannot afford consultancy fees.

p96.

Planning assistance kit Series of worksheets designedto assist communityorganisations in physicalplanning, implementation andmanagement of theirenvironment.

Planning assistance team Similar to a design assistanceteam.


Planning day Day when interested partieswork intensively togetherdeveloping urban designoptions for a site orneighbourhood. p98.

Planning department Section of local authoritydealing with planning issues.

Planning for Real ® Registered brand name for amethod for communityinvolvement in planning anddevelopment focusing on theconstruction and use of flexiblecardboard models and prioritycards. p100.A-Z

A-Z

A-Z

A-Z

CPH pages 181-202 10/7/06 14:26 Page 195


GLOSSARYP

Planning weekendSophisticated and highlystructured action planningprocedure in whichprofessionals work with localpeople over a long weekend toproduce proposals for action.The term community planningweekend is also used (oftenwith the word ‘community’being added during theprocess). Terms planning weekand community planning weekhave also been used for slightlylonger events. p102.

Plenary sessionMeeting of all participants atan event (for instance after anumber of separate workshopgroups).

Popular planningPlanning from the bottom up.Term used by the GreaterLondon Council in the 1980s.

Post-it note ®Or simply ‘Post-it’. Registeredbrand name for a sheet ofpaper with a sticky edge.Come in pads. Great technicalaid to collective working as,unlike cards, they can be stuckon vertical surfaces and movedaround to create groups.

PreparednessMeasures taken in anticipationof a disaster aimed atminimising loss of life,disruption and damage if thedisaster occurs. Includesformulating contingency plans,developing warning systems,maintenance of relief suppliesand an efficient emergencyrelief distribution system.

Disaster.

A-Z

PrioritisingDeciding what needs doingwhen. Ranking of problems tobe dealt with or projects to beundertaken. Term usually usedto refer to group prioritisingprocesses. p104.

Priority Estates ProjectExperimental UK governmentprogramme to give counciltenants a chance to exercisemore control over their homesand neighbourhoods byestablishing estate-basedmanagement systems. Set upin 1979. b PEP.

Priority search Survey technique based on acomputerised questionnairepackage which analysesresponses to structuredquestions.

Problem treeVisual way of analysing theinter-relationships amongcommunity issues andproblems. A process ofasking why is used to arrive atconsensus about root causesand related effects. A symbolictree is drawn with the trunkrepresenting problems, theroots representing causes andbranches representing theeffects. example page 43.

Process designActivity of designing theprocess.

Process planningsession Event organised to allowpeople to determine the mostappropriate process for theirparticular purposes.

p106.A-Z

A-Z

Public forumPublic meeting with anemphasis on debate anddiscussion rather than speechesand a question and answersession. Participants willnormally sit in a circle or ahorseshoe arrangement.

Forum. Public meeting.

Public meeting Advertised, open access eventat which issues are presentedand commented on and atwhich decisions may be made.Term normally used to refer tofairly formal events with theaudience sitting in rows facinga speaker or panel of speakerswith a chairperson whocontrols the proceedings.

Public forum. Workshop.

Public wall Area of wall space or displayboards where members of thepublic can make their viewsknown by putting up drawingsor text and making commentson material already there.

People’s wall.

Publicity Raising awareness of asituation through use ofposters, leaflets and so on.

Questionnaire surveySurvey which involvescollection of information in theform of written responses to astandard set of questions.Often a starting point forparticipation processes.Frequently used with othermethods. Survey.

Rapporteur

Reporter.French term often used even atEnglish speaking events.

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GLOSSARY S

Reconnaissance trip Direct inspection of area underconsideration by mixed team oflocals and technical experts.

p108.

Referendum Public vote on an issue ofspecial importance. May beused for strategic planningissues (for instance in theNetherlands).

Regional/urban designassistance team (R/UDAT) Name originally given to theplanning weekend programmestarted by the AmericanInstitute of Architects in 1967.A generic R/UDAT uses thesame process to look atproblems common to manycommunities. A mini R/UDATuses a similar process with astudent team.


Planning weekend.

ReporterPerson who reports to aplenary session on theoutcome of a workshop.

Residents’ choice catalogue

Choice catalogue.

Residents’ tool loan service Service lending out tools andequipment to make it easier forresidents to carry out buildingwork on their environment.

Resource assessment Identification of resources andcapacities within a community.

Resource survey.

A-Z

Resource centre Place designed to providecommunity groups with thefacilities they need to make themost of their energies andenthusiasm. No two centres areexactly alike but will providesome or all of the following:information, office equipment,professional advice andsupport, meeting facilities,equipment for meetings andfund raising, training coursesand opportunities for groups tomeet and share ideas.

Neighbourhood planningoffice.

Resource surveySurvey to identify localresources which may bemobilised. Will include people,organisations, finance,equipment and so on.

Neighbourhood skillssurvey.

Risk assessmentExamination of risks fromdisasters existing in anycommunity. The basis for riskreduction. Comprises threecomponents: Hazard analysis;vulnerability analysis; resourceassessment. p112.

RoadshowSeries of linked publicworkshops, exhibitions andpublic forums to explore thepotential for improving thebuilt environment and providea catalyst for action.

p114.

Role playAdopting the role of othersand acting out scenarios. Usedto help people understand theviews and aspirations of others.

Gaming.

A-Z

A-Z

Round table workshopWorkshop process forengaging the mainstakeholders in generating avision and strategy for an area.Often used for consensusbuilding between previouslyantagonistic parties.

” Participation Works!b Urbed.

Rural rapid appraisal (RRA)

Participatory appraisal.Similar approach in rural areas.

Scoping Preliminary exploration of asubject or project.

Search conference Conference or workshop forkey interested partiesorganised as a first stage in aconsultation process on aproject. May include briefings,role play, reconnaissance,interactive displays, workshopsand plenary sessions. Termmuch used in Australia. Similarto planning day or communityplanning forum.

” Community Participation inPractice.

Seasonal calendarChart showing a community’swork and social activitiesmonth by month to highlightproblems or concerns aboutsuch things as livelihood,health and communityrelations.


Secondary co-operative Organisation which providesservices, such as technical aid,to a co-operative which is alsoowned and managed by thatco-operative.

Co-operative. Housing co-operative.

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GLOSSARYS

Secondary data Indirect information sources;files, reports, maps, photos,books and so on.

Secondary data reviewCollection and analysis ofpublished and unpublishedmaterial such as maps, reports,census statistics andnewspaper clippings. Normallydone prior to field work.

Self-build Construction (or repair) workphysically undertaken directlyby future (or present) occupierson an individual or collectivebasis.

Self-helpWhere people takeresponsibility, individually orcollectively, for solving theirproblems.

Self-managementWhere a facility is managed bythe people who use it.

Self-sufficiencyReduction of dependence onothers, making devolution ofcontrol easier and encouragingself-reliance.

SeminarMeeting or workshop witheducational slant.

Semi-structured interviewConversational open discussionwith local inhabitants tounderstand their needs,problems and aspirations. Usesa checklist of questions as aflexible guide in contrast to aformal questionnaire. Differenttypes include; individual,group, focus group, and keyinformant. Interview.

SerendipityMaking happy discoveries byaccident.

Shared presentationPresentation by a group orseveral individuals.

Shell housingConstruction system whereonly floors, walls, roofs andservices are provided, leavingoccupiers free to build theirown interiors.

Short-life housingUse of empty property on atemporary basis, usually by avoluntary organization.

Simulation Acting out an event or activityas a way of gaininginformation and insights priorto formulating plans.

p116.

Site and servicesProvision of a serviced site forself-builders. Usually bygovernment, but increasinglyalso by the private sector.

Skills surveyAssessment of skills and talent.Often done in a neighbourhoodto establish what the communitycan do for itself and what extrahelp is needed. Also known asa skills audit or skills inventory.

Neighbourhood skillssurvey.

Slide showPresentation based onprojecting images fromtransparencies. Widely used inworkshops as they can beprepared and presented byparticipants (more easily thanvideo) and enable people topresent visual information togroups (if the projector doesn’tbreak down!).

Small group discussion

Small group work

A-Z

Small group work People working together insmall groups of 8 – 15. Termused to cover a range of similarmethods such as workshopsand focus groups which enablepeople to discuss, evaluate,learn and plan together. Groupwork can be formal orinformal, one-off or regular,topic related or wide-ranging.

Social architectureSimilar concept to communityarchitecture. Term commonlyused in the United States.

Community architecture.

Social auditTool to help an organisationunderstand, measure andreport upon its socialperformance through the eyesof its stakeholders. Over time,the approach can be used tohelp an organisation improveits social performance.b New EconomicsFoundation.

Social capitalAbility of social structures andinstitutions to provide asupportive framework forindividuals; includes firms,trade unions, families,communities, voluntaryorganisations, legal/politicalsystems, educationalinstitutions, health services,financial institutions andsystems of property rights.

Human capital.

Social entrepreneurPerson who makes thingshappen by taking initiative inthe interests of his or hercommunity rather than forprivate or personal gain.

CPH pages 181-202 10/7/06 14:26 Page 198


GLOSSARY S

Social surveySurvey to find out about thenature of a community. Maycover aspects like age, gender,wealth, health and so on.

Survey.

Special projects group Non-statutory group formed toundertake a particular project.

User group.

SquattingUnlawful occupation of land orhousing.

Staffed exhibition Exhibition where organisers arepresent to engage indiscussion. Interactiveexhibition. Open house event.

StakeholderPerson or organisation with aninterest because they will beaffected or may have someinfluence.

Steering groupInformal group set up topursue a project or goal.

User group.

StickMetaphor for control. ‘Handingover the stick’ is a much usedterm to mean the experts orfacilitator handing over thechalk, pen or microphone toenable local people to becomethe analysts, planners andfacilitators of their ownsituation.

Storefront studioCommunity design officelocated in a prominent shop,often temporarily for an actionplanning event or ‘charrette’.Term used in the USA.

Story-tellingVerbal recounting of taleswhich may be actual ormythical. Used to understandlocal values, standards,practices and relationships.Particularly valuable withchildren and people who areilliterate. Also the singing oflocal songs and reciting ofpoetry. Performance sets offdiscussion to explain localknowledge and beliefs.

Strategic planningOrganised effort to producedecisions and actions thatshape and guide what acommunity is, what it does,and why it does it.

Street partyParty for the whole communityheld in the street. Oftenorganised to galvaniseregeneration initiatives.

Street stallWay of securing publiccomment on planning issues bysetting up an interactiveexhibition in a public street orsquare. p118.

Street survey Survey carried out by stoppingpeople in a street or shoppingcentre. Used for securing viewsof people using a place (ratherthan necessarily living orworking there). Survey.

Study dayDay spent examining aparticular issue. Similar to aplanning day but lessstructured. Useful for simpleissues. Planning day.

A-Z

SubsidiarityMaximum local autonomy.

Suggestions boxBox in which people place theirwritten suggestions orcomments on a place orproposals. Useful device inconsultation allowingparticipants to remainanonymous if they wish.

Supports and infillConcept of design,management and constructionwhich aims to distinguishbetween individual andcollective areas ofresponsibility. Developed at theStichting Architecten Researchin the Netherlands.

Surgery

Design surgery.

SurveySystematic gathering ofinformation. Opinionsurvey. Questionnaire survey.Resource survey. Social survey.Street survey.

Sustainable communityCommunity that lives inharmony with its localenvironment and does notcause damage to distantenvironments or othercommunities – now or in thefuture. Quality of life and theinterest of future generationsare valued above immediatematerial consumption andeconomic growth.

Sustainable developmentDevelopment that meets theneeds of the present withoutcompromising the ability offuture generations to meettheir own needs (BrundtlandReport definition).

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GLOSSARYS

Sweat equityWhere an individual orcommunity acquires an assetby expending labour ratherthan money.

SWOT analysisDetermination of theStrengths, Weaknesses,Opportunities and Threatsrelating to an organisation oractivity.

Table scheme displaySimple way of securingcomment on design proposalsby taping drawings on a tabletop and requesting people tovote with sticky dots.

p120.

Talent survey

Skills survey.

Task ForceMultidisciplinary team ofstudents and professionals whoproduce in-depth proposals fora site or neighbourhood basedon an intensive programme ofsite studies, lectures,participatory exercises andstudio working, normallylasting several weeks.

p122.

Team-buildingLearning to work together as agroup by getting to know eachother and developing sharedaims, values and workingpractices.

Technology of participationA framework of practicalmethods that help facilitatorsworking with groups. Termused by the Institute ofCultural Affairs. IncludesDiscussion method, Workshopmethod and Action Planningmethod. b Institute of Cultural Affairs.

A-Z

A-Z

Temporal snapshot Finding out how spaces areused at different times of dayand night.

Tenant managementorganisation (TMO) Organisation set up to allowhousing tenants to participatein the management of theirhomes.

Think tankBrainstorming group.Increasingly used bygovernments and cityauthorities. Often for ‘experts’only. May use an action planningformat. Sometimes called anexpert panel or symposium.

Third waveRevolution currentlytransforming society based ongrowth of high technology andinformation systems. The firstwave was the agriculturalrevolution, the second theindustrial revolution.

Time-line Line calibrated to show ahistorical sequence of events oractivities. Diagrams.Historical profiling.

Time money Alternative currency whichcredits the time people spendhelping each other. Participantsearn credit for doing jobs – anhour of your time entitles youto an hour of someone else’stime. Credits are depositedcentrally in a ‘time bank’ andwithdrawn when theparticipant needs helpthemselves. b NewEconomics Foundation.

Time-use analysisAssessment of time spent onvarious activities, on a daily orseasonal basis.

Top-downTerm used to refer to initiativesled by the authorities asopposed to ‘bottom up’initiatives led by the community.

Topic workshopWorkshop session on aparticular topic.

Workshop.

Town centre managerPerson employed to improvetown centres by working withall interested parties and takinginitiatives.

Town development trustOrganisation created by a localurban community to revitalisethat community’s physicalsurroundings.

Development trust.

Town workshopWorkshop organised on thefuture of a town.

TrailCarefully planned walk throughan area designed to helppeople understand theproblems and opportunities.Designed to be walkedunaccompanied.


Transect walkSystematic walk along a pre-determined route through anarea to gather informationabout such things as land-use,social and economic resourcesor the state of theenvironment. Usually done bycommunity members withfacilitators or technical experts. Information is subsequentlyrecorded on maps and as text.


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GLOSSARY V

Treasure hunt Trail designed with the addedincentive of prizes for thecorrect answers to questionsabout things seen on route.Useful warm up to acommunity planning event,generating interest and gettingpeople to look closely at thephysical nature of an area.

Trail.

Trust Term used in the name of anorganisation, usually implyingthat it has charitable objectives.Also used to mean ‘haveconfidence in’.

Urban aidGovernment funding intendedfor community development inurban areas.

Urban community assistanceteam


Urban designDiscipline concerned withthree-dimensional built formand the ecology of streets,neighbourhoods and cities.

Urban design action team


Urban design assistanceteam


Urban design game Role-play game designed tohelp people to understand theplanning process and the viewsof others by simulating futurescenarios. Gaming.

Urban design studioUnit attached to anarchitecture or planning schoolwhich focuses on involvinglocal communities in liveproject work. p124.A-Z

Urban design workshop

Design workshop.

Urban farm

City farm.

Urban laboratory

Urban design studio.

Urban resource centre Local or regional centresaiming to co-ordinate trainingin cross-professional skills anddisseminate best practice andinnovation in regeneration andcommunity planning.

Urban studies centre Centre of environmentaleducation, usually focusing onthe immediate surroundings.

Architecture centre.Environmental education.

Urban village Mixed use development. Termused successfully to promotethe idea that urban areas aremore popular when they arediverse and lively rather thandominated by single uses asmostly preferred by developersand planners.

UserActual or future occupier of abuilding or neighbourhood orbeneficiary of a service.

User-client.

User-clientPeople who are the end-usersof buildings and are treated asthe client, even if they are nottechnically responsible forpaying the bills.

User groupGroup of actual or futureoccupiers of a building orneighbourhood or beneficiaryof a service. p126.A-Z

Venn diagramDiagram using circles ofdifferent sizes to indicate rolesof different organisations andthe relationships betweenthem. Used for analysinginstitutional and socialnetworks. Diagrams.

Vernacular architectureArchitecture of and by thepeople and rooted in aparticular locality.

Video boxUse of video to help peopleexpress and communicateideas and opinions. Used forpresentation or as a discussiontool. Particularly useful foryoung people.

Video soapbox.

Video soapbox Use of large screens in publiclocations to project peopleexpressing ideas and opinions.

p128. Video box.

Village appraisal

Community appraisal.

Village design dayDay when people workintensively on developing ideasfor their village.

Planning day.

Village design statementLocal design statementproduced by a villagecommunity.

Local design statement.

VisionAn image of how things mightbe in the future. May be inwords or pictures. Provideuseful guide for developingproject and programmepriorities. ‘Having vision’implies being imaginative.

Visioning.

A-Z

CPH pages 181-202 10/7/06 14:26 Page 201


GLOSSARYV

Vision fair Event where people vote ontheir favourite visions. Visionstatements or images, usuallyfrom a previous workshop orbrainstorm, are exhibited.People use sticky dots or othermeans to indicate which visionsthey would like to pursue. Theymay also make personalpledges to take action.

Choices method. Vision.

Visioning Thinking about what the futurecould be and creating a vision.

Community visioning.Vision.

Visioning conference

Future search conference.

Visit Trip by a group of peopleplanning an initiative to acommunity that has recentlyundertaken a similar initiative,to learn from their experience.May be highly structured withformal notetaking, interviewsand feedback sessions, orinformal. photos p17.

Visual simulation Showing how buildings ortownscape will look whenconstructed usingphotomontages.

Voluntary sectorOrganizations controlled bypeople who are unpaid, andusually elected, but do notform part of statutorygovernment. Range fromnational to local organizations.Increasingly the divisionsbetween the public, privateand voluntary sectors arebecoming blurred.

VulnerabilityExtent to which a community,structure or service is likely tobe damaged or disrupted by adisaster. Disaster.

Vulnerability analysisIdentification of what and whois vulnerable to disaster andthe extent of that vulnerability.

Disaster.

Vulnerability and capacityanalysisMethod based on a matrixchart for organisinginformation about acommunity’s vulnerability to,and capacity to withstand, theeffects of extreme events suchas natural disasters.

p112-113.

Wealth ranking

Well-being ranking.

Web site Space on the Internet.Immense potential forproviding sites withinformation, discussion groupsand interactive material oncommunity planning projects.

websites listed in Contactssection starting on p209 forsome examples.

Well-being rankingAssessment of well-being ofdifferent households, usuallyusing pile-sorting technique.Also known as wealth ranking.


Wheel of fortuneGraphic way for people tocollectively rank competingpriorities. p105.

Wish poemPoem made up by combiningwishes of participants at aworkshop.

Working community

Managed workspace.

Working groupSmall number of individualswith a specific task tocomplete.

Working party

Working group.

WorkshopMeeting at which a smallgroup, perhaps aided by afacilitator, explores issues,develops ideas and makesdecisions. A less formal andmore creative counterpart to apublic meeting or committee.A topic workshop focuses onspecific issues. A designworkshop includes the use ofparticipatory design techniques.

Briefing workshop. Designworkshop. Public meeting.Seminar. Topic workshop.

Youth planning day Day of activities designedspecifically to involve youngpeople in the planning process.

Planning day.

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METHOD A

4BOProject development, monitoringand evaluation in disastersituations, Merdi Jean Arcilla et al(eds), Citizens’ Disaster ResponseCenter, 1998, 971-9031-00-X.Handy local guide with usefulmethods produced in the Philippines.(Centre for Disaster Preparedness.)

Action PlanningOHow to use planning weekends andurban design action teams toimprove your environment, NickWates, Prince of Wales’s Institute ofArchitecture, 1996, 1-898465-11-8.Illustrated how-to-do-it handbook.Also in Chinese, German, Czech(from shop www.nickwates.co.uk).

Action Planning for Cities OA guide to community practice,Nabeel Hamdi and ReinhardGoethert, John Wiley & Sons, 1997,0-471-96928-1.Well illustrated textbook on thetheory and practice of communityplanning in developing countries.

At Risk ONatural hazards, people'svulnerability and disasters,Piers Blaikie, Terry Cannon, IanDavis and Ben Wisner, Routledge,1994, 0-415-08477-2.Comprehensive explanation of whya people-first approach is essentialand how to initiate it.

Brick by Brick 8How to develop a communitybuilding, English Partnerships, 1997.Guide for organisations wanting tobuild or refurbish property forcommunity use.

Building DemocracyOCommunity architecture in theinner cities, Graham Towers, UCLPress, 1995, 1-85728-089-X.Detailed account of the developmentof community architecture withsome UK case studies.

Building Design Pack PNeighbourhood InitiativesFoundation. Regularly updated.Provides the materials for a groupto make an adaptable 3-dimensionalmodel of an existing or new building.

Building Homes People Want 8A guide to tenant involvement inthe design and development ofhousing association homes,Pete Duncan and Bill Halsall,National Housing Federation, 1994,0-86297-272-8. Useful guide by and for practitioners.(NHF, 175 Gray’s Inn Rd, LondonWC1X 8UP, UKTel: +44 (0)20 7278 6571Email: [email protected].)

The Change Handbook OGroup methods for shaping thefuture, Peggy Holman and TomDevane, Berrett-Koehler, 1999, 1-57675-058-2. Guide to 18 change strategies fortapping human potential inorganisations and communities.

Changing Places OChildren’s participation inenvironmental planning, EileenAdams & Sue Ingham, TheChildren’s Society, 1998,1-899783-00-8.Practical guide for practitioners andteachers wishing to involve childrenin planning and design.

Chattanooga aA community with a vision, AnneMacksoud, Leonardo’s ChildrenInc., 1993, 25 mins.Inspiring insight into a city-widevisioning process which has clearlyachieved extraordinary results. (NewEconomics Foundation.)

Co-design OA process of design participation,Stanley King et al, Van NostrandReinhold, 1989, 0-442-23333-7.Lovely, well illustrated guide toconducting design workshops, basedon 197 case studies in the USA.

Publications and film A–Z

An annotated selection ofuseful material. Inalphabetical order by title.

Information listed

• Title• MediumO Books 9 Computer softwarea FilmsP Packs§ Leaflets¶ MagazinesA Posters & wall charts8 Reports & booklets

• Subtitle• Author/editor/director• Publisher• Date of latest edition • ISBN number• Annotation • Languages available other

than English • (Where to obtain if non-

standard publisher andpublisher not listed inContacts A-Z p210).

Website updateswww.communityplanning.netFor latest publications listing.

New materialIf you know of material whichshould be listed on the websiteand in future editions, pleasecomplete the onlinesubmission form or senddetails to the address onpage 221.

If you have difficulties gettinghold of material, let us know.

CPH Pages 203-217 10/7/06 14:27 Page 203


PUBLICATIONS & FILMC

Cohousing OA contemporary approach tohousing ourselves, KathrynMcCamant & Charles Durrett,Habitat Press/Ten Speed Press,Berkeley, 1994, 0-89815-306-9.How to develop housing schemeswith a strong shared element aspioneered in Denmark.

Communities Count! OA step by step guide to communitysustainability indicators, AlexMacGillivray, Candy Weston &Catherine Unsworth, New EconomicsFoundation, 1998. 1-899407-20-0.Handy guide to using indicators tomeasure trends that really matterand build an agenda for educationand action.

Community Action Planning APlan for Action, SIGUS Wall Charts,1998, 22”x 28”. Wallchartproviding an overview of the mainsteps in running a microplanning,or community action planning, fieldworkshop. (SIGUS Wall Charts,School of Architecture and Planning,Room N52-357A, MassachusettsInstitute of Technology, Cambridge,MA 02139, USA.Email: [email protected]: +1 617 253 8221.)

Community & SustainableDevelopmentOParticipation in the future, DianeWarburton (ed), Earthscan, 1998.1-85383-531-5.Inspiring collection of writings onthe current state of the art.

Community ArchitectureOHow people are creating their ownenvironment, Nick Wates & CharlesKnevitt, Penguin, 1987,0-14-010428-3.Overview of movement forcommunity participation inarchitecture and planning. Also inChinese and Japanese (from shopwww.nickwates.co.uk).

Community Design Primer ORandolph T Hester, Ridge TimesPress, 1990, 0934203067.Good introduction to communitydesign USA style with do-it-yourselftraining exercises for the would-becommunity designer.

Community Participation inPractice OaWendy Sarkissian, Andrea Cookand Kelvin Walsh, Institute forScience and Technology Policy,Murdoch University.Excellent series of publications andfilm designed to assist communityplanning and design work.Comprises:• A Practical Guide, 1997,0-86905-556-9.Covers a range of useful methods,some pioneered in Australia.• The Workshop Checklist, 1994,0-869053027.How-to for workshop organisers. • Casebook, 1994, 0-86905-363-9.Describes and illustrates 12 casestudies from Australia. • Listening to all the voices,28 min. video.Shows and debates methods inaction. • The Community ParticipationHandbook; Resources for publicinvolvement in the planningprocess, 1986, revised 1994,0-86905-359-0.Practical and theoretical essays by anumber of authors. Above items available individually oras a discounted package.(Murdoch University.)

Community Participation Methodsin Design and Planning OHenry Sanoff, Wiley, 2000,0-471-35545-3.Detailed, well-illustrated guide forprofessionals and students.Combines theoretical analysis withpractical design games andinternational case study material fora broad range of applications.

Community Involvement inPlanning and DevelopmentProcesses ODepartment of the Environment,HMSO, 1994, 0-11-753007-7.Results of a planning research studywhich demonstrates the value ofcommunity participation.

Community Planning ToolkitCommunity Planning Publications,2000. Selection of originaldocuments from communityplanning activities: programmes,timetables, leaflets, reports. Usefulfor inspiration and saves wastingtime re-inventing the wheel.(Catalogue from CPP.)

Community Visions Pack PNew Economics Foundation, 1998.Contains how-to on setting up acommunity visioning exercise,briefings on future search, guidedvisualisation and participativetheatre, and case studies.

The Connected City 8A new approach to making citieswork, Robert Cowan, UrbanInitiatives, 1997, 1-902193-008.Includes checklists for preparingaction plans for cities orneighbourhoods. (Urban Initiatives,35 Heddon Street, London W1R7LL, UK. Tel: +44 (0)20 7287 3644.)

Creating a Design AssistanceTeam for Your Community 8American Institute of Architects(AIA), 1996.Guidebook on the AIA’s AssistanceTeam Programme. Particularlyuseful for organisations wanting toset up their own support systems.

Development at risk?8Natural disasters and the thirdworld, John Twigg (ed), UNInternational Decade for NaturalDisaster Reduction, 1999.Clear, concise explanation of thedifferences within and betweencommunities from a natural disastersperspective. (Tony Eades, RAE, 29Great Peter Street, London SW1P3LW, UK. Tel: +44 (0)20 7222 2688.Email: [email protected]. Or onwww.gfzpotsdam.de/ewc98/.)

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Disaster Mitigation 8A community-based approach.Andrew Maskrey, Oxfam, Oxford1989. 0-85598123-7.Seminal polemic.

The Do-ers guide to Planning forReal Exercises 8Tony Gibson, NeighbourhoodInitiatives Foundation, 1998,1-902556-06-2.Nicely illustrated explanation ofPlanning for Real.

Duke Street/Bold StreetPlanning Weekend 8John Thompson & Partners forEnglish Partnerships, 1997.Good example of a detailed reportof a community planning weekend.(John Thompson & Partners – reportsof other planning weekends inEurope also available.)

Economics of Urban VillagesOTony Aldous (ed), Urban VillagesForum, 1995. 0-9519028-1-4.General guide on the practicalrealities of developing urbanvillages. (The Prince’s Foundation.)

Effective working with ruralcommunities OJames Derounian, PackardPublishing, 1998, 1-85341-106-X.Includes a useful chapter oncommunity appraisals.

Future Search OAn action guide to finding commonground in organisations andcommunities, Marvin R Weisboardand Sandra Janoff, Berrett-Koehler,1995,1-881052-12-5.Good step-by-step guide to runningfuture search conferences.

From Place to PlaceOMaps and parish maps, Sue Cliffordand Angela King (eds), CommonGround, 1996. 1-870-364-163.The background and experience ofparish mapping with contributionsfrom several authors.

The Good, the Bad andthe UglyOCities in crisis, Rod Hackney, FrederickMuller, 1990. 0-09-173939-X.Inspiring personal account of acrusade to help people shape theirown environments by a pioneeringcommunity architect.

Good Practice Guide toCommunity Planning andDevelopment 8Michael Parkes, London PlanningAdvisory Committee, 1995.Detailed guide with case studies bya seasoned practitioner.(LPAC, Artillery House, ArtilleryRow, London SW1P 1RT, UK.Tel: +44 (0)20 7222 2244.)

The Guide to EffectiveParticipation8David Wilcox, Partnership Books,1994, 1-870298-00-4.Overview of general participationmethods. (David Wilcox, 1/43Bartholomew Close, London EC1, UKEmail: [email protected] on www.partnerships.org.uk.)

The Guide to DevelopmentTrusts and PartnershipsODavid Wilcox, Development TrustsAssociation, 1998. 0-9531469-0-3.Handbook aimed particularly atthose setting up trusts. (Full textalso on www.partnerships.org.uk.)

Guiding urban design seriesaThree-part video on urban design,Tony Costello, Martin Cramton Jr,Bruce Race and Nore Winter,American Institute of CertifiedPlanners, American PlanningAssociation Bookstore, 1994. 312-955-9100. Total of 6 hours videosentitled: Community-decisionmaking; Understanding designcontext; Design implementation.

Here to Stay 8A public policy framework forcommunity-based organisations,Caroline Davies (ed), DevelopmentTrusts Association, 1997.0-9531469-0-1.Review of development trustsmovement in the UK and policiesnecessary for developing it further.

Housing by peopleOTowards autonomy in buildingenvironments, John F C Turner,Marion Boyars, 1976,0-7145-2569-3.Seminal work on housing, drawingon experience in developingcountries to illustrate the universalnecessity for dweller control.

Hucknall 20/20 VisionConferenceaAudio Visual Arts, 1997.Case study of a future searchconference in the UK. Usefulintroduction and insight into theprocess, 12 minutes (from NewEconomics Foundation).

Ideas Annuals OInnovative ideas and examples ofsuccessful community workpractice, Community Links, 1997 &1998 available.Excellent illustrated series aimed atcommunity organisations.

Imagine Chicago aDavid Szabo, Imagine Chicago, 1998.Inspiring case study on a projectbased on future search andappreciative inquiry. 15 mins.(from New Economics Foundation).

Innovations in PublicParticipation8Jane Morris (ed), IDeA, 1996.0-7488-9599-X.Brief but illuminating introductionto mechanisms for increasingcitizen involvement includingcitizens juries, study circles, citizenspanels, teledemocracy, focusgroups, techniques for workshopsand resolving conflicts, futuresearch and visioning (IDeA, LaydenHouse, 76-86 Turnmill Street,London EC1M 5QU, UK.Tel: +44 (0)20 7296 6600).

Involving communities in urbanand rural regeneration 8A guide for practitioners, Pieda plc,Department of the Environment,1995, 1-85112201-X.Useful overview to generalapproaches with handy checklistsand summaries.

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PUBLICATIONS & FILMI

Involving Citizens in CommunityDecision Making 8A Guidebook, James L Creighton,Program for Community ProblemSolving, 1997.Very clear and easy guide for localgovernment staff in designing,developing and managing citizenparticipation programs, based onoriginal version commissioned forthe City of Glendale, California.(915 15th Street, NW., Suite 601,Washington DC 20005, USA.)

Large Group InterventionsOEngaging the entire organisationfor rapid change, Barbara BenedictBunker and Billie T Alban, Jossey-Bass, 1997, 0-7879-0324-8.Practical guide to some of the manyways of involving everybody inimproving whole systems.

The Linz CafeOChristopher Alexander, OxfordUniversity Press, 1981.0-19520-263-5.Beautiful account of the design andconstruction of an Austrian cafebased on user participation.

Making Cities Better 8Visions and implementation, ZionaStrelitz, George Henderson andRobert Cowan (eds), Vision forCities, De Montfort University, 1996.0-9527500-0-7.Report on a series of 20 Vision forCities workshops in the mid 1990s.(Department of Architecture, DeMontfort University, The Gateway,Leicester LE1 9BH, UK.)

Making Places 8EDAW Consultants, EnglishPartnerships, 1998.Guide to good practice in mixeddevelopment schemes.(The Prince’s Foundation.)

Managing Partnerships8Tools for mobilising the publicsector, business and civil society aspartners in development, RosTennyson, Prince of Wales BusinessLeaders Forum, 1998. 1-899159-84-3.Excellent how-to on partnershipscrammed with useful checklists, tipsand sample documents.

Measuring CommunityDevelopment in NorthernIreland 8Voluntary Activity Unit, NorthernIreland Department of Health andSocial Services, 1996.Handbook for practitioners,including set of indicators groupedinto two clusters: communityempowerment, and change in thequality of community life. (VAU,CDP, DHSS, Dundonald House,Upper Newtownards Road, BelfastBT4 3SF, UK.)

Open Space Technology OA user’s guide, Harrison Owen,Abbott Publishing, 1992,0-9618205-3-5.Step-by-step journey through theopen space workshop method.

The Oregon Experiment OChristopher Alexander et al, OxfordUniversity University Press, 1975.0-19-501824-9.Classic account of the planningprocess for the University of Oregonwhere the entire community of15,000 were involved in theplanning and design.

Parish Maps 8Common Ground, 1996. Why andhow to make a parish map, withIllustrated examples.

Participation Works! OTwenty-one techniques ofcommunity participation for thetwenty-first century, Julie Lewis,Catherine Unsworth and PerryWalker (eds), New EconomicsFoundation, 1998. 1-899407-17-0.Useful standard summary profileson a varied range of generalparticipation methods.

Participatory Action in theCountryside 8A literature review, Diane Warburton,Countryside Agency, 1998.Useful annotated listing.

Participatory Design OTheory and techniques, HenrySanoff (ed), North Carolina StateUniversity, 1990, 0-9622107-3-0.Rich compendium of interestingtheoretical and practical material,particularly from USA experience.

Participatory Learning andActionOA trainer’s guide, Jules Pretty, IreneGuijt, John Thompson and IanScoones, International Institute forEnvironment and Development,1995, 1-899825-00-2. Excellent handbook for trainersinvolved in using participatorymethods.

A Pattern Language OChristopher Alexander et al.,Oxford University Press, 1977,0-19501-919-9.Influential book describing workingmethod enabling untrained peopleto design any part of theenvironment themselves; homes,streets, neighbourhoods.

The Permaculture TeachersHandbook OAndrew Goldring (ed), WWF-UK ,2000, 1-85850-168-7.Explains how to run permaculturedesign courses.

PLA Notes ¶Published three times a year by theSustainable Agriculture and RuralLivelihoods Programme of theInternational Institute ofEnvironment and Development.Frank exchange of experience andviews on participatory learning andaction, by and for practitioners inthe field. ( IIED.)

Plan, Design and Build O21st Century Halls for England,Alan Wilkinson, Action withCommunities in Rural England(ACRE) 1997, 1-871157-48-X. Excellent how-to-do-it on creatingcommunity centres includingcommunity involvement.

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Plan for Action aThe Mount Wise CommunityAction Planning event, 1999. Casestudy. Useful introduction andinsight into the process, 25 minutes(from Mount Wise ActionPlanning).

Planning for RealCommunity Pack PNeighbourhood InitiativesFoundation. Revised 1999.Provides the materials for a groupto make an adaptable 3-dimensionalmodel of an existing or newneighbourhood.

Planning for Real – the video aNeighbourhood InitiativesFoundation, 1997, 17 mins.Good insight into the origins andvalue of Planning for Real includingtwo case studies.

The Power in our Hands ONeighbourhood-based world-shaking, Tony Gibson, JonCarpenter Publishing, 1996,1-897766-28-9.Powerful account of ordinarypeople doing extraordinary thingsall over the world.

Projects with People OThe practice of participation in ruraldevelopment, Peter Oakley et al.,ILO (IT Publications), 1991.922-107-2827.Comprehensive analysis basedon international experience overseveral decades. Especially goodon rationale, benefits andpractical problems and how toovercome them. Excellentsummaries and tables.

Real Time Strategic ChangeORobert Jacobs, Berrett-Kohler, 1994,1-881052-45-1. How-to on this participatoryapproach to enterprise management.

Rising from the Ashes ODevelopment strategies in timesof disaster, Mary B Anderson andPeter J Woodrow. IntermediateTechnology Publications, 1998(reissue), 1-85339-439-4.Explains capacities andvulnerabilities analysis and howto apply it to projects.

Recycling Streets Workshops §Jack Sidener. Nicely illustratedleaflet providing a guide to staginga neighbourhood improvementworkshop. (Chinese University ofHong Kong, attn. Jack Sidener.Free, send self-addressed envelope.)

Reducing Risk OParticipatory learning activities fordisaster mitigation in southernAfrica, Astrid von Kotze and AilsaHolloway, University of Natal, SouthAfrica and International Federationof Red Cross, Geneva, 1997.0-85598-347-7.Reference material and ideas forparticipatory training/learningexercises for field workers involvedin community-based disastermitigation.

Reducing Urban Risk PCD and action planning help-cardsfor project facilitators on how toreduce urban risk at communitylevel, based on research andprojects in India. (Centre forDevelopment and EmergencyPractice.)

The Scope of SocialArchitectureORichard Hatch, Van NostrandReinhold, 1984. 0-442-26153-5.Fascinating and detailed casestudies of community architectureand planning projects from twelvecountries, mostly in the developedworld. Range from housing projectsto replanning entire cities.

The Self-Build BookOHow to enjoy designing andbuilding your own home, JonBroome and Brian Richardson,Green Books,1995, 1-900322-00-5.Clear explanation of a variety ofself-build techniques including thetimber frame method evolved bythe architect Walter Segal.

Small is BankableOCommunity reinvestment in the UK,Ed Mayo et al., New EconomicsFoundation, 1998, 1-85935-047-X.Guide to a range of communityfinance initiatives which can helpbuild financially sustainableregeneration.

Streetwise ¶Magazine which often coverscommunity planning issues.Contact Places for People for anindex.

Taking Power OAn agenda for communityeconomic renewal, Ed Mayo,Stephen Thake and Tony Gibson,New Economics Foundation, 1998,1-899407-14-6. Provocative paper on how to buildon the work of people atcommunity level to rebuild societyneighbourhood by neighbourhood.

The Thin Book of AppreciativeInquiry8Sue Annis Hammond, KodiakConsulting, 1998, 0-9665373-1-9.Handy introduction to thistechnique. (Appreciative InquiryGroup.)

Tenant Participation in HousingDesign8A guide for action, Royal Instituteof British Architects and theInstitute of Housing, RIBAPublications, 1988. 0-947877-02-9.Simple, practical advice aimedmainly at development professionalsand housing managers.

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Unleashing the Potential 8Bringing residents to the centre ofregeneration, Marilyn Taylor, JosephRowntree Foundation, 1995.1-85935-014-3.Draws lessons from 33 studies fromthe Foundation’s Action on Estatesprogramme. Covers many differentaspects of community involvementand ways of developing a morecentral role for residents in theregeneration of estates. Useful forprinciples and examples.

Urban Design in ActionOThe history, theory anddevelopment of the AmericanInstitute of Architects’Regional/Urban Design AssistanceTeams Program (R/UDAT), PeterBatchelor and David Lewis, NorthCarolina State University School ofDesign and the American Instituteof Architects, 1985. 0-913962-80-5.Classic work on the development ofaction planning in the USA.

Urban Projects ManualOA guide to preparing upgradingand new development projectsaccessible to low income groups,Forbes Davidson and Geoff Payne(eds), Liverpool University Press, 1986,revised 1999, 0-85323-484-1.Well illustrated guide based on fieldexperience, mainly in Egypt.

Urban VillagesOA concept for creating mixed-useurban development on asustainable scale, Urban VillagesForum, 1997. 0-9519028-0-6.Housebuilders, funders, plannersand developers make the case for amore people-friendly approach tomixed-use sustainable development(The Prince’s Foundation.)

User Participation in BuildingDesign and Management ODavid Kernohan, John Gray, JohnDaish, Butterworth-Heinneman,1996, 0-7506-2888-X.Useful how-to-do-it on participatoryevaluations of buildings after theyhave been erected. Well-thoughtthrough process. Good drawings.

Village Appraisals Software forWindows 9Questionnaire generation andanalysis programme forundertaking village, parish orcommunity appraisals. Easy to use.IBM compatible. £50. (fromCountryside & Community Unit,Cheltenham & Gloucester Collegeof Higher Education, Francis CloseHall, Swindon Road, CheltenhamGL50 4AZ, UK. Tel: 01242-544083).

Village design PMaking local character count innew development, CountrysideCommission UK, 1996, CCP 501(Part 1).Excellent guidance pack explaininghow to produce village designstatements. Contains handbooksplus two examples.(CC Postal Sales, PO Box 124,Walgrave, Northampton NN6 9TL, UK.Tel: +1 (0)1604 781848.)

Village views aMaking local character count innew development, Eye to Eye forthe Countryside Commission UK,1996, CCV 05.Useful introduction to local designstatements based on the UK villagecontext. 10 mins.(CC Postal Sales, PO Box 124,Walgrave, Northampton NN6 9TL, UK.Tel: +44 (0)1604 781848.)

A Vision of BritainOA personal view of architecture,HRH The Prince of Wales,Doubleday, 1989. 0-385-26903-X.Inspiring statement of the Prince’sinfluential approach to architectureincluding Ten Principles for creatinghumane environments.

Viterbo; Santa Maria in GradiOBrian Hanson and Liam O’Connor(eds), Union Printing Edizioni,Viterbo, 1994. 1-898465-09-6.Fully illustrated account of an urbandesign task force in Italy. Also inItalian. (The Prince’s Foundation.)

The Weller WayOThe story of the Weller Streetshousing cooperative, Alan McDonaldfor the Weller Streets, Faber andFaber, 1986, 0-571-13963-9.Lively blow-by-blow narrative ofhow 61 working-class familiesbattled tirelessly to build Liverpool’sfirst new-build housing co-operative.

The What, How and Why ofNeighbourhood CommunityDevelopment 8Christine Flecknoe and Neil McLellan,Community Matters, 1994.Explains what community developmentis, the values it reflects and what itcan achieve in a neighbourhood, andoffers simple models for evaluatingthose achievements. Excellent, short,easy to read.

When we build againOLet’s have housing that works,Colin Ward, Pluto Press, 1985.0-74530-022-7.Very readable summary on howpaternalistic government housingpolicies should be transformed toenable people to house themselves.

Whose Reality Counts?OPutting the first last, RobertChambers, Intermediate TechnologyPublications, 1997, 1-85339-386-X.State of the art treatise onParticipatory Rapid Appraisal (PRA).

Your Place and Mine 8Reinventing planning. Town &Country Planning Association, 1999.0-902797-33-6.Proposals for restructuring theplanning system incorporating acommunity planning approach.

Youth Planning Charrettes OA manual for planners, teachersand youth advocates, Bruce Raceand Carolyn Torma, AmericanPlanning Association,1998.Written as a resource for plannersand educators working with youngpeople. Gives advice on how todesign an informed and interactiveprocess.

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A

Action Towards LocalSustainabilitye [email protected] www.sustainability.org.uk European project helping localauthorities to improve quality of lifethrough sustainable development.Website has policy guidance, casestudies and techniques. Includes a'community toolkit' of participatorytechniques.

Action with Communities inRural England (ACRE)Somerford Court, Somerford Road,Cirencester, Glos GL7 1TW, UKt +44 (0)1285 653477 f 654537e [email protected] www.acreciro.demon.co.ukNational association of ruralcommunity councils. Publications,information sheets and briefings onrural development and village halls.

African Academy of SciencesPO Box 14798, Nairobi, Kenyat +254 2 884401 f 884406Contact: Thomas R OdhiamboUseful regional contact point.

Appreciative Inquiry Groupc/o Anne Radford, 303 BanksideLofts, 65 Hopton Street, LondonSE1 9JL, UKt +44 (0)7000 077 011 f 077 012e [email protected] www.aradford.co.ukManagement coach and consultanton appreciative inquiry. Website hasAI resource centre (email newsletterand publications).

American Institute of Architects 1735 New York Avenue, NW Washington DC 20006, USAt 1 202 626 7300 f 626 7365e [email protected] www.aiaonline.com Promotes design assistance team(DAT) programmes. Has films,tapes, brochures and reports fromUS events. Supplies addresses ofexperienced team members andlocal and state support programmes.

Architecture Centres Networkc/o Visual Arts: Architecture. ArtsCouncil of England, 14 Great PeterStreet, London SW1P 3NQ, UKt +44 (0)20 7973 6469 f 7973 6581e [email protected]: Claire Pollock.Coordinating network forarchitecture centres.

The Architecture Foundation30 Bury Street, London SW1Y 6AU,UKt +44 (0)20 7839 9389 f 7839 9380e [email protected] www.architecturefoundation.org.ukPromotes a range of participatoryapproaches for contemporaryarchitecture and urban design.Expertise in roadshows, competitions,electronic maps and participatoryeducation programmes. Exhibitionsand talks in shopfront gallery.

Association for CommunityDesign Pratt Institute, 379 Dekalb Avenue,Brooklyn 11205, USA t +1 718 636 3486e [email protected] [email protected] www.communitydesign.org/Network for community designcentres in the USA. Member listingand conference reports.

Association of CommunityTechnical Aid Centresw www.liv.ac.uk/abe/actac/Network for community design andtechnical aid centres in the UK.Listing of local centres. See alsoCommunity Technical Aid Centre.

Azerbaijan Civil EngineeringUniversity5A Sultanova St, Baku 370073,Azerbaijan.t +99412 39 10 19 f 39 07 48e [email protected]: Tair Teyubov, EmilGousseinov.Useful regional contact point.

Contacts A–Z

An annotated selection ofcontacts for furtherinformation and support oncommunity planning.Emphasis on organisationsable to:

• supply publications or film;• supply local, national or

international contacts orwith useful website links;

• provide more info onmethods in handbook.

Information listed

• Name of organisation orindividual

• address• tel (t)• fax (f)

(minus code if same as tel)• email (e)• web site (w)• contact name• annotation

Website updateswww.communityplanning.netFor latest contacts listing.

New materialIf you know of contactswhich should be listed on thewebsite and in futureeditions, please complete theonline submission form orsend details to the addresson page 221. Contacts fromcountries or regions notalready covered particularlywelcome.

If you find any contacts listedunhelpful, please let us know.

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CONTACTSB

Baga Toiruu City Government,Governor's Municipality, BagaToiruu, Mongoliat +976 1 324 072 f 324 072Contact: Chogsom Erdene-Ochir.Useful regional contact point.

Ball State UniversityCommunity-Based Projects Program,College of Architecture & Planning,Muncie, Indiana 47306, USAt +1 765 285 5868 f 285 1765e [email protected] w www.bsu.edu/cbpContacts: Tony Costello, Scott Truex.Urban design studio within auniversity setting. Experience ofrunning charrettes, using mobilestudios and producing newspapersupplements. Good website.

Business in the Community44 Baker Street, London W1M1DH, UKt +44 (0)20 7224 1600 f 7486 1700e [email protected] www.bitc.org.ukPromotes corporate communityinvolvement. Its Professional FirmsGroup promotes action planningand acts as broker of professionalservices to community organisations.Bristol office administers annualCommunity Enterprise Awardsscheme. Contact Graham Russell:BITC, 165 White Ladies Road,Bristol BS8 2RN, UKt 0117 923 8750 f 923 8270e [email protected]

Centre for Development andEmergency Practice (CENDEP)Oxford Brookes University, GypsyLane Campus, Headington, OxfordOX3 OBP, UKt +44 (0)1865 483413 f 483298w www.brookes.ac.uk/schools/arch/cendepContact: Nabeel Hamdi.Postgraduate programme. Expertiseon community planning, particularlyin developing countries.

Centre for Disaster PreparednessRoom 304 NCCP Bldg, 879 EDSA,Quezon City, Philippinest +63 2 9240386 f 9240836e <[email protected]>Contact: Lorna Victoria.Training courses on community-based urban and rural planningfocusing on disaster prevention.Publications and consultancy.

Centre for Environment andHuman SettlementsSchool of Planning and Housing, 79Grassmarket, Edinburgh EH1 2HJ, UKt +44 (131) 221 6164 f 221 6163e [email protected] www.eca.ac.uk/planning/cehs.htmTeaching, training, research andknowledge-based services inplanning and housing issues relatedto developing world. Main focus onbest practice in conditions of rapidurbanisation.

Centre for Environment andSociety, University of EssexJohn Tabor Labs, Wivenhoe Park,Colchester CO4 3SQ, UKt +44 (0)1206 873323 f 873416e [email protected] www.essex.ac.uk/centres/ces/Contact: Jules Pretty.Information on deliberativedemocracy and participatorygovernance methods.

Centre for Social Work, SomborCity Government, Karadjordjeva 4,Sombor 25000, Yugoslaviat +381 35 22 499Contact: Silvija Kranjc. Useful regional contact point.

Chinese University of Hong KongDepartment of Architecture, Shatin,Hong Kongt +852 2609 6581 f 2603 5267e [email protected]: Jack Sidener.Expertise in design fests.

Chuanshing Publishing Company10F-3, No.60, SEC. 4, Chung HsiaoE. Road, Taipei, Taiwant +886 2 27752207 f 27318734e [email protected]: Ming-Cheu ChenContact: Jo TsaiPublications and information.Useful regional contact point.

Civic Practices NetworkCenter for Human Resources, HellerSchool, Brandeis University, 60 TurnerStreet, Waltham, MA 02154, USAt +1 617 736 4890 f 736 4891e [email protected] w www.cpn.orgCollaborative project dedicated tobringing practical tools for publicproblem solving into communityand institutional settings. Usefulmanuals, essays and opportunitiesfor information exchange.

Civic Trust17 Carlton House Terrace, LondonSW1Y 5AW, UKt +44 (0)20 7930 0914 f 7321 0180w www.civictrust.org.ukCharity focusing on the builtenvironment. Organises nationalenvironment week programme.Regeneration Unit has expertise incommunity-based regeneration.

Common GroundPO Box 25309, London NW5 1ZA, UKt/f +44 (0)20 7267 2144 e [email protected] www.commonground.org.ukEnvironmental arts charity linkingpeople and place. Expertise onparish mapping and communityorchards. Lovely publications:books, posters and cards.

Communio Kommunikations-und KonfliktberatungAm Wiesental 40a, 45133 Essen,Germanyt +49 (0) 201 841 9914 f 841 9913e [email protected]: Barbara Mettler v. Meibom.Communications consultancypromoting and implementing co-operation and participationtechniques to overcome conflict.

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Communities Onlinee [email protected] www.communities.org.ukWeb-based project to encouragecommunity networking using newcommunications technologies.

Community Architecture Groupc/o Pollard Thomas & EdwardsArchitects, Diespeker Wharf, 38Graham Street, London N1 8JX, UKt +44 (0)20 7336 7777 f 7336 0770e [email protected]: Judith Marshall.Network of community architects.Administers Community ProjectsFund, raising sponsorship to providegrants for feasibility studies tocommunity groups for small projects.

Community Links4th floor, Furnival House, 48 FurnivalGate, Sheffield, UKt +44 (0) 114 2701171 f 2762377e [email protected] www.shef.ac.uk/~clSocial action and training networkpromoting good practice incommunity work. Useful publications.

Community Matters8/9 Upper Street, London N1 OPQ, UKt +44 (0)20 7226 0189 f 7354 9570e [email protected] www.communitymatters.org.ukCharitable federation for communityassociations. Good publications onsetting up and running communityorganisations and buildings.

Community PlanningPublicationsc/o Nick Wates Associates7 Tackleway, Hastings, TN34 4DE, UKt +44 (0)1424 447888 f 441514e [email protected] www.nickwates.co.ukContact: Nick Wates.Updates to this handbooksignposted on website. Informationfor future editions and ideas forfurther publications welcome.

Community Technical Aid Centre2nd floor, 3 Stevenson Square,Manchester M1 1DN, UK t +44 (0)161 236 5195 f 236 5836Contact: Ian Taylor.Local community technical aidcentre. Also a contact point fornational Association of CommunityTechnical Aid Centres.

CONCERN, Inc1794 Columbia Rd., NWWashington, DC 20009, USAt +1 (202) 328 8160 f 387 3378e [email protected] www.sustainable.orgw www.smartgrowth.orgContact: Susan F Boyd.Nonprofit US environmentaleducation organisation focusing onbuilding sustainable communities.Aims to build public understandingof, and support for, programmes,policies and practices that areenvironmentally, economically andsocially sound. Good websites.

Congress for the New UrbanismThe Hearst Building, 5 Third Street,Suite 500A, San Francisco, CA94103, USA t +1 415 495 2255 f 495 1731e [email protected] w www.cnu.orgInfluential movement for humanisingthe built environment based on theorganisation of charrettes,congresses and task forces.

The Countryside AgencyJohn Dower House, Crescent Place,Cheltenham, Gloucestershire, GL50 3RA, UKt +44 (0)1242 521381 f 584270e [email protected] www.countryside.gov.ukInformation and training oninnovative ways of involving peoplein improving the countrysideincluding village design statementsand community forests.

Deicke Richards ArchitectsPO Box 10047, Adelaide Street,Brisbane, Queensland, Australia 4000t +61 7 38394380 f 38394381e [email protected] practitioners andresearchers.

Department for InternationalDevelopment94 Victoria Street, London SW1E5JL, UKt +44 (0)20 7917 7000 f 7917 0019e [email protected] www.dfid.gov.ukUK government departmentfocusing on helping developingcountries eliminate poverty.

Department of the Environment,Transport and the RegionsEland House, Bressenden Place,London SW1E 5DU, UKt +44 (0)20 7890 3000w www.detr.gov.ukGovernment department coveringEngland. Information andpublications.

Deutsche Institut fur UrbanistikStrasse des 17. Juni 112, 10623Berlin, Germanyt +49 (0)30 39001 0 f 39001 100Expertise in action planning inGermany.

Development Alternatives GroupB-32 Tara Crescent, Qutab InstitutionalArea, New Delhi 110016, Indiat +91 11 665370 f 6866031e [email protected] www.ecouncil.ac.cr/devaltContact: Shastrant Patara.Training, consultancy andpublications on participatory urbanand rural development.

Development Planning Unit9 Endsleigh Gardens, LondonWC1H OED, UKt +44 (0)20 7388 7581 f 7388 4541e [email protected] www.ucl.ac.uk/DPU/International centre for research,teaching, training and consultancyfocusing on Asia, Africa and LatinAmerica.

Development Trusts Association20 Conduit Place, London W2 1HZ,UKt +44 (0)20 7706 4951 f 7706 8447e [email protected] w www.dta.org.ukNational UK umbrella organisationfor community-based developmentorganisations. Useful publications,training and information exchange.

CONTACTS D

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CONTACTSD

Dick Watson Community Projects14 Riverside, Totnes, Devon TQ95JB, UKt/f +44 (0)1803 865773Experienced consultant onstakeholder participation andcommunity project management.

Directory of Social Change24 Stephenson Way, London NW12DP, UKt +44 (0)20 7209 5151 f 7209 5049e [email protected] w www.dsc.org.ukPublishes a range of usefulfundraising and other directories,aimed at the voluntary sector.

Drought PreparednessIntervention and RecoveryProgramme (DPIRP)PO Box 954 Nanyuki, Kenya t +254 176 31641 f 31640e <[email protected]: Mike Wekesa.Information on how to integratecommunity-based livelihoodmonitoring into local and nationaldevelopment and disaster planning.

Empowerment Zone andEnterprise Community Programw www.ezec.gov/US Presidential initiative toempower local communities.

English Partnerships3 The Parks, Lodge Lane, Newton-le-Willows, Merseyside WA12 OJQ, UKt +44 (0)1942 296900 f 296297w www.englishpartnerships.co.ukGovernment-sponsored regenerationagency with expertise in partnershipsand land management.

Environmental Design ResearchAssociationP O Box 7146, Edmond, OK 73083-7146, USAt +1 405 330 4863 f 330 4150e [email protected] www.telepath.com/edra/home.htmlInternational association promotingadvancement and dissemination ofenvironmental design research.

Environmental Partnership forCentral EuropeNadaci Partnerství, Panská 7/9,602 00 Brno, Czech Republict +420 5 4221 8350 f 4222 1744e [email protected] community planning incentral Europe.

Environmental Trainers Networkc/o BTCV Enterprises, Red House,Hill Lane, Great Barr, BirminghamB43 6LZ, UKt +44 (0)121 358 2155 f 358 2194e [email protected] www.btcv.orgRuns training programmes onparticipatory approaches.

European LEADER Observatory AEIDL, 260 chaussee Saint Pierre,B-1040 Bruxellest +32 2 736 49 60 f 736 04 34e [email protected] www.rural-europe.aeidl.beInformation on community-basedrural regeneration projects.

Federal EmergencyManagement Agency (FEMA)500 C. Street S.W., Room 824,Washington, D.C. 20472-0001, USAt +1 800-480-2520e [email protected] w www.fema.govIndependent US disaster agency.Runs ‘Project Impact’, an initiativeto involve citizens, officials andbusiness in actions to make theircommunities more disaster-resistant.Produce a Project Impact guidebook,a "Mitigation How-to" series, avideo and home and communitypreparedness checklists.

Filipinos for CommunityInvolvement22 Solar Street, Bel Air III, MakatiCity, Philippinest +63 (2) 8965475 f 8959503e [email protected]: Leticia Ramos Shahani.Useful regional contact point

Foros Técnicos LtdaCarrera 10 # 65-35, Oficina 402,Bogotá, Columbiat +571 2100480 f 2103149e [email protected] www.gbn.orgContact: Inés de Mosquera.Useful regional contact point.Consulting firm involved in creationof NGOs, strategic alliances aroundprojects of national Interest,strategic and scenario planning.

Forum for the Future &Cheltenham ObservatoryFrancis Close Hall, Swindon Road,Cheltenham, Glos. GL50 4AZ, UKt +44 (0)1242 544082 f 543273e [email protected] w www.chelt.ac.uk/observatoryPartnership of independent expertscommitted to building a sustainableway of life. Has directory of over500 sustainable rural initiatives.

Free Form Arts Trust57 Dalston Lane, London E8 2NG, UK t +44 (0)20 7249 3394 f 7249 8499e [email protected] www.freeform.org.ukCharity specialising in communityarts. Maintains register of artistswith skills relevant to the builtenvironment. Runs training courses.

Future Search NetworkResources for Human DevelopmentInc, 4333 Kelly Drive, Philadelphia,PA 19129, USA t +1 800 951 6333 f 215 849 7360e [email protected] w www.futuresearch.netContacts: Sandra Janoff, MarvinWeisbord, Sally Theilacker.Network of future searchpractitioners. Supplies publications,videos, local practitioner contacts.

Georgian Technical UniversityInstitute of Architecture, Tbilisi,Georgia t +995 32 33 71 63 f 33 26 25.e [email protected]: Vladimir Vardosanidze,Magda Goliadze.Association of Urbanists of Georgia.Useful regional contact point.

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Groundwork85/87 Cornwall Street, BirminghamB3 3BY, UKt +44 (0)121 236 8565 f 236 7356e [email protected] www.groundwork.org.ukUK network of local trusts workingthrough partnership to improve thequality of life in deprived areas.Sister organisations in Japan and USA.Useful publications and videos.

Habitat Budapest OfficeVATI Magyar Regionalis FejlesztesiUrbanisztikai KHT, Gellerthegy u.30-32, 1016 Budapest PF 2011253,Hungaryt +361 375 5691 f 356 8003Contact: Nora Horcher. Useful regional contact point.

Habitat International CoalitionPO Box 34519, Groote-Schuur7937, Cape Town, South Africat +27 21 696 2205 f 696 2203e [email protected] http://home.mweb.co.za/hi/hic/Global forum for NGOs concernedwith human settlements.

Hackney Building ExploratoryQueensbridge Building, AlbionDrive, London E8 4ET, UK t/f +44 (0)20 7275 8555 e [email protected] centre developinginnovatory display techniques.

Hastings Trust35 Robertson Street, Hastings TN341HT, UKt +44 (0)1424 446373 f 434206 e [email protected] www.hastingstrust.co.ukLocal development trust. Buildingan international database on Toolsfor Community Regeneration.

Hertfordshire County CouncilEnvironment Department, CountyHall, Pegs Lane, Hertford SG138DN, UKt +44 (0) 1992 555231 f 555251Contact: David Hughes.Experience of using future search todevelop whole settlement strategies.

HUD USERP.O. Box 6091, Rockville, MD20849, USAt +1 800 245 2691 f 301 519 5767e [email protected] www.huduser.org/Government department for USA.Information and publications.

Imagine Chicago35 East Wacker Drive, Suite 1522,Chicago, Illinois 60601, USA t +1 312 444 1913 f 444 9243e [email protected] www.imaginechicago.orgContact: Bliss Brown.Innovative project helping peopledevelop their imagination as citycreators, based on future searchand appreciative inquiry methods.Resource materials available.

Institute of Cultural AffairsRue Amedee Lynen 8, B-1210Brussels, Belgiumt +32 (0)2 219 00 87 f 219 04 06e [email protected] www.icaworld.orgGlobal network of private, non-profit organisations concerned withthe human factor in worlddevelopment. Runs courses basedon its Technology of Participation(ToP) methodology.

Institute of DevelopmentStudies, BrightonUniversity of Sussex, Brighton BN19RE, UKt +44 (0)1273 877263 f 621202e [email protected] www.ids.ac.uk/ids/participA Participation Group producesregular newsletter and website onparticipatory approaches withuseful bibliographies, contacts andlistings of events around the world.

Intermediate TechnologyPublications103-105 Southampton Row,London WC1B 4HH, UKt +44 (0)20 7436 9761 f 7436 2013e [email protected] www.oneworld.org/itdg/publications.htmlPublishing arm of the IntermediateTechnology Development Group.Material on all aspects of developmentand appropriate technologyincluding community participation.

The International Association ofPublic Participation PractitionersIAP3 Headquarters, PO Box 82317,Portland, Oregon 97282, USAt 503 236 6630 f 233 0772w www.journalism.wisc.edu/cpn/sections/affiliates/iap3.htmlNon-projit corporation aiming toallow practitioners throughout theworld to exchange good practice.

International Institute forEnvironment and Development3 Endsleigh Street, London WC1HODD, UKt +44 (0)20 7388 2117 f 7388 2826e [email protected] w www.iied.orgIndependent organisationpromoting sustainable worlddevelopment. Its Resource Centrefor Participatory Learning andAction has over 2000 documentscovering most participatoryapproaches, focusing primarily onAfrica, Asia and South America.

Isabel Val de FlorArchitecture, Urbanisme, EcologieUrbaine, 91 Route de Carrieres,78400 Chatou, Francet/f +33 (0) 39 52 96 08Architect and urbanist promotingcommunity participation andecology. Useful regional contact.

Jigso1 North Parade, Aberystwyth,Ceredigion SY23 2JH, Wales, UKt +44 (0)1970 623255 f 639033e [email protected] w www.jigso.orgInformation on communityparticipation methods for Wales.Useful publications and info sheets.Good web site.

CONTACTS J

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CONTACTSJ

John Thompson & Partners77 Cowcross Street, London EC1M6EJ, UKt +44 (0)20 7251 5135 f 7251 5136e [email protected] www.jtp.co.ukContact: John Thompson.Architects, urban designers andcommunity planners with muchexperience of participatory andaction planning methods in the UKand Europe.

Kala Karthikeyan, CommunityEducatorC 1/1, Humayun Road, New Delhi110003, Indiat +91 11 4632818 & 4632919e [email protected] regional contact point.

Kobe UniversityDepartment of Architecture andCivil Engineering, Rokkodai Nada,Kobe 657-0013, Japant/f +81 (0)78 803 6039e [email protected]: Yoshimitsu Shiozaki.Research and practical experience incommunity architecture andplanning in Japan including disasterreconstruction.

The Local Futures Group5 Southampton Place, LondonWC1A 2DA, UKe [email protected] www.lfg.co.ukContacts: Mark Hepworth, IanChristie.Specialises in regeneration based on‘joined up’ policies and private–publicpartnerships. Relationship marketingfor companies through focus groups,workshops and use of local knowledgedatabases. Futures analysis of social,economic, political and cultural trends.

Massachusetts Institute ofTechnologyDepartment of Architecture,77 Mass Avenue, Cambridge, Mass02130, USAt +1 617 253 7904 f 522 0613e [email protected]: Professor Jan Wampler.Academic and practical expertise inmany countries. Useful publications.

MATCH (MAnaging The CHange)EntwicklungsberatungHorstweg 5, D-14059 Berlin,Germanyt + 49 30 326 5012 f 326 5214.e [email protected] www.matchconsult.deContact: Andreas von Zadow.Development companions forsustainable development in cities,communities and organisations.

Max Lock CentreUniversity of Westminster, 35Marylebone Road, London NW15LS, UKt +44 (0)20 7911 5000 f 7911 5171e [email protected] www.wmin.ac.uk/~maxlockc/krttp.html.Research unit based on the civicdiagnosis and participatory ideals ofthe Max Lock Group, supplementedwith the archives of John Turner.

Medvode CommunityMayor and City Planning Dept.,Cesta Komandanta Staneta 12,si–1215 Medvode, Sloveniat +386 (0)61 613 600 f 611 686e [email protected] http://welcome.to/MedvodeContact: Mayor Stanislav ZagarUseful regional contact point.

Mount Wise Action PlanningEstate Management Office,102 Pembroke Street, PlymouthPL1 4JT, UKt +44 (0) 1752 607277.Active local group. Supply videoand report on action planning.

Murdoch UniversityInstitute for Science and TechnologyPolicy, Murdoch, Perth, WesternAustralia 6150t +618 9360 2913 f 9360 6421e [email protected] wwwistp.murdoch.edu.au/Useful research and publications.

National Tenants Resource CentreTrafford Hall, Ince Lane, WimboldsTrafford, Chester CH2 4JP, UKt +44 (0)1244 300 246 f 300 818Training centre for tenants andother community organisations.

Neighbourhood InitiativesFoundationThe Poplars, Lightmoor, Telford TF43QN, UKt +44 (0)1952 590777 f 591771e [email protected] www.nif.co.ukCharity specialising in communityparticipation, training anddevelopment, often using ‘Planningfor Real’ which is a registeredtrademark of the Foundation. Hasmembership scheme, regularnewsletter, training courses anduseful publications and packs.

Neighbourhood Planning forCommunity Revitalisation330 Humphrey Center, 301-19thAve South, Minneapolis, MN55455, USAt 612.625-1551e [email protected] www.freenet.msp.mn.us/org/npcr/University project providing technicalassistance and applied research tolocal community-based organisations.

New Economics FoundationCinamon House, 6-8 Cole Street,London SE1 4YH, UKt +44 (0)20 7407 7447 f 7407 6473e [email protected] www.neweconomics.orgContact: Perry Walker/Julie Lewis,Centre for Participation.Promotes community visioning,indicators, community finance andsocial audit. Coordinates UKParticipation Network.

Nishikawa TetsuyaHosei University Graduate School ofArchitecture, 7-16-6 Yanaka Taitoh-ku, Tokyo 110-0001, Japant +81 (0)3 5685 1995 f 5685 1995Contact: Yanaka Gakko.Experience of community-baseddevelopment, planning and design.

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North Carolina State UniversitySchool of Design, Campus Box7701, Brooks Hall, Pullen Road,Raleigh, North Carolina 27695-7701, USAt +1 919 515 2205 f 515 7330e [email protected] www4.ncsu.edu/unity/users/s/sanoff/www/henry.htmlContact: Henry Sanoff.Expertise in participatory design.Useful publications available.

North-South Research Networkw www.eca.ac.uk/planning/cehs.htme [email protected] network ofinstitutions based in the UKinvolved in human settlementsresearch in the developing world.Includes this handbook with updateinformation and feedback facilities.Hosted by Centre for Environment& Human Settlements, Edinburgh,Scotland (see separate entry).

Novosibirsk State Academy ofArchitecture and Fine ArtsKrasny Prospect 38, Novosibirsk-99630099, Russiat +7 383 2 225 830 f 222 905e [email protected]: Nikolai P Zhurin.Useful regional contact point.

OKO-Stadt – Universite deDortmundFaculty of Spatial Planning, Paul-Lincke-Ufer 30, D10999 Berlin,Germanyt. +49 (0) 30 611 8511 f 611 2320e [email protected]: Prof. Dr. Ekhart HahnPrivate office dealing with modelprojects and research on urban andspatial ecology.

Open Society FundA. Jaksto st. 9, 2600 Vilnius,Lithuaniat +370 2 62 90 50 f 22 14 19e [email protected]: Sarunas Liekis.Useful regional contact point.

Participatory Design Conferencee [email protected] www.cpsr.org/conferences/pdc98/background.htmlNetwork based on a biannualconference in North America.

PEP2 Albert Mews, Albert Road,London N4 3RD, UKt +44 (0)20 7281 0438 f 7281 3587e [email protected] www.pep.org.ukNon-profit consultancy and trainingon locally-based housing servicesand resident involvement. Usefulpublications and information sheets.

Permaculture AssociationBCM Permaculture Association,London WC1N 3XX, UK t +44 (0)7041 390170 e [email protected] provide details of Permaculturedesign courses and local contacts.

Places for Peoplec/o ETP, 9 South Road, Brighton,BN1 6SB, UK t/f +44 (0)1273 542660 e [email protected] w http://pobox.com/~streetwiseNetwork of the UK NationalAssociation for Urban Studies.Publishes Streetwise magazine anduseful newsletter.

Planners NetworkPratt GCPE, 200 Willoughby Ave,Brooklyn, NY 11205, USA t +1 718 636 3461 e [email protected] www.plannersnetwork.orgAssociation of progressive planners.Useful publications, papers, contacts.

Post-war Reconstruction andDevelopment UnitUniversity of York, The King’sManor, York YO1 2EP, UK t +44 (0)1904 433959 f 433949e [email protected] www.york.ac.uk/depts/prdu Contact: Sultan Barakat.Community planning expertise inpost-war situations.

The Prince of Wales BusinessLeaders Forum15-16 Cornwall Terrace, Regent’sPark, London NW1 4QP, UKt +44 (0)20 7467 3600 f 7467 3610e [email protected]: Ros Tennyson, LearningProgrammes.Organises partnership capacity-building events worldwide withfocus on the developing world.

The Prince’s Foundation 19-22 Charlotte Road, Shoreditch,London EC2A, UKt +44 (0)20 7613 8500 f 7613 8599e [email protected] www.princes-foundation.orgUnites and extends HRH The Princeof Wales’s initiatives in architecture,building and urban regeneration.Encourages a more holistic andhumane approach to the planningand design of communities.

Public Participation Campaignc/o Friends of the Earth, 26-28Underwood Street, London N1 7JQ, UKt +44 (0)20 7566 1687 f 7566 1689e [email protected] www.participate.orgContact: Mary Taylor, Co-ordinator.Campaign by European non-governmental organisations fortransparency and participation indecision-making on the environment.Publishes newsletter, Participate,from: Mara Silina, FoE Europe, 29Rue Blanche, B-1060, Brussels,Belgium t +32 2 542 0180 f 537 55 96e [email protected] European contact point:Svitlana Kravchenkot +380 44 229 3690 f 229-3645e [email protected]

Rajyoga Education and ResearchFoundation NationalCoordinating Office25 New Rohtak Road, Karol Bagh,New Delhi, Indiat +91 11 752 8516 f 777 0463e [email protected]: Asha Puri.Useful regional contact point.

CONTACTS R

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Rod Hackney AssociatesSt Peters House, Windmill Street,Macclesfield, Cheshire SK11 7HS, UKt +44 (0)1625 431792 f 616929e [email protected] community architectureand planning practice.

Roger Evans Associates59-63 High Street, Kidlington,Oxford OX5 2DN, UKt +44 (0)1865 377030 f 377050e [email protected] design practice withcommunity planning expertise.

Royal Institute of BritishArchitects66 Portland Place, London W1N4AD, UKt +44 (0)20 7580 5533 f 7225 1541e [email protected] w www.riba.orgRuns Architects in Schoolsprogramme. Can supply a Scheduleof Services for CommunityArchitecture. Clients AdvisoryService provides lists of localcommunity architects. Bookshopand library have useful publications.

Royal Town Planning Institute41 Botolph Lane, London EC3R8DL, UK t +44 (0)20 7929 9494 f 7929 9490e [email protected] www.rtpi.org.uk Contact: Louise Waring, CommunityPlanning Development Officer.Promotes public participation inplanning through education forsustainable development, awardsschemes, publications and PlanningAid. Manages a CommunityPlanning Project (funded by DCLG)including the development of thiswebsite.

Rural Development Network &RuralNetNational Rural Enterprise Centre,Stoneleigh Park, Warwickshire CV82RR, UK t +44 (0)24 7669 6986 f 7669 6538e [email protected] w www.ruralnet.org.uk/Provides support for grass-rootsrural development organisations.See also InfoRurale

w www.nrec.org.uk/inforurale/.Internet ‘gateway site’ with links torural development resources.

Samara State Academy ofArchitecture and EngineeringNikitinskaya Square 5/28-19,443030 Samara, Russiat +7 846 2 362 119 f 321 965e [email protected]: Elena AkhmedovaUseful regional contact point.

Sarkissian Associates Planners11 Laurel Street, Highgate Hill,Queensland Australia 4101t + 617 3846 3693 vf 3846 2719e [email protected]: Wendy Sarkissian.Experienced practitioners andacademics. Useful regional contact.

Sheep Network#204 Mejiro House K, 3-25-10Mejiro, Toshima-ku, Tokyo ZIP171,Japant +81 3 3565 4781 f 3565 4061Contact: Mariko Saigö.Expertise in community architectureand planning. Regional contact.

Shelter Forum, KenyaPO Box 39493, Nairobi, Kenyat +254 2 442108 f 445166. e [email protected] Contact: Elijah Agevi.Coalition of NGOs in East Africawith research and trainingprogrammes about communityinvolvement in urban upgrading.

Shoevegas Arts and MediaTop floor, 24-28 Hatton Wall,London EC1N 8JH, UK t +44 (0)20 7916 6969 f 7916 9977e [email protected] www.shoevegas.comMultimedia group. Experience withcreating electronic maps.

Society for Development StudiesOpp. Pillanji, Sarojini Nagar, NewDelhi 110023, Indiat +91 11 6875862 f 6875862e [email protected] www.sdsindia.orgContact: Vinay D. Lall, Director.Research, training and consultancyinstitution. Useful regional contactpoint.

Sofia University of Architecture,Civil Engineering and Geodesy 1 Smirnensky Blvd, Sofia 1421,Bulgariat +359 2 668 449 f 656 809e st_popv_far@bcace%.uacg.acad.bgContact: Stefan Popov.Useful regional contact point.

SOFTECH Energie, Tecnologia,Ambientevia Cernaia 1, 1-10121 Torino, Italyt +39 (0) 11 562 2289 f 540 219e [email protected]: Roberto Pagani.Consultancy integrating technology,economy, public administration andcitizen participation in regeneration.

South Bank UniversityFaculty of the Built Environment,202 Wandsworth Road, LondonSW8 2JZ, UKt +44 (0)20 7815 7283 f 7815 7366e [email protected] Contact: Nick Hall.Community-based disastermanagement research. Courses ontenant participation.

Sustainable Strategies &Solutions, Inc.1535 NE 90th Street, Seattle, WA98115-3142, USAt +1 (206) 979-9842 f 524-2524e [email protected]: J. Gary Lawrence.Helps public, private and civicorganizations achieve theirindividual and shared objectivesthrough incorporation ofsustainable development theoryand practice.

Tallinn College of EngineeringTallinn, Estonia. t +372 2 645 0588 f 645 0956 e [email protected]: Aleksander Skolimowsk,Kristi Aija.Useful regional contact point.

Tamagawa, Community DesignHouse, 2-11-10 Tamagawa Den-enchofu, Setagaya-ku, Tokyo, Japant +81 3 3721 8699 f 3721-8699e [email protected]: Yasuyoshi Hayashi.Experienced practitioners.

CONTACTSR

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Tenants Participatory AdvisoryServiceBrunswick House, Broad Street,Salford M6 5BZ, UKt +44 (0)161 745 7903 f 745 9259e [email protected] www.tpas.org.ukProvides information, advice,training, consultancy, seminars andconferences on involving tenants intheir housing management.

Tirana Polytechnical UniversityFaculty of Engineering, ArchitectureDept., Rruga Udhamed Gvolle,shavsha No. 54, Tirana, Albaniat +355 42 332 52Contact: Nardiola HoxaUseful regional contact point.

Tokyo La-Npo1-6, Akazuthumi 4 Chome,Setagayaku, Tokyo 156, Japant +81 (0)3 3324 4440 f 3324 3444e [email protected]: Misako Arai.Supports local community planningactivity in Japan.

Town & Country PlanningAssociation17 Carlton House Terrace, LondonSW1Y 5AS, UKt +44 (0)20 7930 8903e [email protected] www.tcpa.org.ukCampaign group for reforming theplanning system. Useful publications.

United Nations Centre forHuman Settlements (Habitat)Pob 30030, Nairobi, Kenyat +254 2 624 231 f 624 265/66e [email protected] www.unchs.orgContact: Selman ErgudenFocal point for social development.

United Nations DevelopmentProgramme, TurkeyZeki Pasa, Apt 12-6, MackaCaddesi, MackA, Istanbul, Turkeyt +90 212 248 3612 f 296 1951Contact: Uner Kirdar (Secretary forUN Habitat 2 conference, 1996).Useful regional contact point.

Urban Design Alliancew www.towns.org.uk/ppo/udalInter-professional campaign grouppromoting urban design.

Urban Design Group70 Cowcross Street, London EC1M6EJ, UKt +44 (0)20 7250 0872 f 7250 0892e [email protected] www.udg.org.ukContact: Rob Cowan.National voluntary organisation thathelps set urban design agenda. ItsPublic Participation Programmepromotes good practice throughresearch and publications. Registerof experienced professionals andgood practice guidance on web site.

Urban Villages Forum19-22 Charlotte Road, Shoreditch,London EC2A, UKt +44 (0)20 7916 7380 f 7916 7381e [email protected] www.princes-foundation.orgContact: David Warburton.Campaigning organisationpromoting urban villages; theplanning and development ofintegrated, sustainable communities.Provide support for action planningevents. Maintains list of experiencedprofessionals. Useful publications.

URBED19 Store Street, London WC1E7DH, UKt +44 (0)20 7436 8050 f 7436 8083e [email protected] www.urbed.co.ukContact: Nicholas Falk.Urban regeneration consultantswith long experience of communityplanning. Expertise in round tableworkshops.

Vista Consulting16 Old Birmingham Road, LickeyEnd, Broomsgrove B60 1DE, UK t +44 (0)1527 837930 f 837940 e [email protected]: Ann BrooksInformation and consultancy oncritical mass events such as realtime strategic change.

Wikima23 Leamington Road Villas, LondonW11 1HS, UK t/f +44 (0)20 7229 7320 e [email protected]: Romy Shovelton.Information and consultancy onopen space technology. Usefulpublications and videos.

Wilkinson Hindle Hallsall Lloyd98-100 Duke Street, Liverpool L15AG, UKt +44 (0)151 708 8944 f 709 1737Architecture practice with expertisein housing cooperatives, choicecatalogues and design meetings.

Wordsearch5 Old Street, London EC1 9HL, UK t +44 (0)171 549 5400 f 336 8660e [email protected] www.wordsearch.co.ukContact: Lee Mallett.Communications consultancy withexpertise in public participation inurban design.

Yale Urban Design WorkshopCenter for Urban Design Research,Box 208242, New Haven,Connecticut 06520, USA t +1 203-432-2288 f 432 7175e [email protected] w www.architecture.yale.edu/re/udw/FrontDoor/ Contacts: Alan Plattus, MichaelHaverland.Well established urban designstudio at Yale University workingwith surrounding local communities.

CONTACTS Y

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This handbook is the product of three relatedinitiatives:

Tools for Community Design ProgrammeSupported by The Prince’s Foundation (andformerly The Prince of Wales’s Institute ofArchitecture), this initiative promotes goodpractice through the production of high quality,universally applicable, how-to-do-it informationusing participatory editing techniques.

Urban Design Group Public ParticipationProgramme (UDGPPP)Funded by the Department of the Environment,Transport and the Regions (DETR) for England,this action research programme assisted andevaluated 12 public participation events and 10seminars in England during 1996 and 1997 toestablish good practice principles.

Action Planning in Developing CountriesResearch ProjectFunded by the UK’s Department for InternationalDevelopment (DFID), this project examinedpractice in countries in many parts of the worldduring 1998 and 1999 to establish methods mostappropriate for developing countries.

The book has benefited from close collaborationwith other related initiatives. These include:

Community-based Disaster MitigationA research project funded by the EuropeanCommunity and based at London’s South BankUniversity.

Tools for Community Regeneration A project to develop a database of communityregeneration based at Hastings Trust, UK.

An advisory group of individuals from the aboveinitiatives – listed on the imprint page – has beenparticularly helpful in guiding the book’sevolution.

Credits and thanksMany people have helped with the work. Specialthanks are due to all those who sent in material,participated in editing workshops, providedinspiration or commented on drafts. They include:

Jon AldentonAnthea AthaDebbie BartlettStephen BateyRoger BellersDianah BennettJohn BillinghamJeff BishopPeter BlakeJeremy BrookCharles CampionJeremy CaultonJune CannonEmma CollierTony CostelloRobert CowanSimon CroxtonRobin DeaneJames DerounianStephanie DonaldsonRoger EvansYanaka GakkoFlora Gathorne-HardyJoanna GentChristine GoldschmidtSuzanne GormanAndrew GoldringPeter GreenhalfVirginia GriffinFelicity GuSusan GuyRod HackneyNick HallNabeel HamdiBrian HansonLorraine HartYasuyoshi HayashiMichael HebbertMandy HeslopDavid HughesPaul JenkinsRichard JohnSam Jones-Hill

Ripin KalraJoan KeanSonia KhanSally KingCharles KnevittAnne KramerAlison LammasBirgit LaueAkan LeanderDavid LewisJulie LewisArnold LindenMelanie LouiseDavid LuntsCaroline LwinFrances MacDermottLee MallettTony MeadowsFrances MacDermott Jo McCarenNim MoorthyBabar MumtazMichael MutterMary MyersJenneth ParkerMichael ParkesGeoffrey PayneAlan PlattusJules PrettyRichard PullenDebbie RadcliffeRenate Ruether-GreavesPeter RichardsAlex RookJon RowlandDavid SandersonHenry SanoffYoshimitsu ShiozakiRomy ShoveltonJack SidenerJonathan Sinclair WilsonMiriam SollySteve Smith

CPH pages 218-232 10/7/06 19:33 Page 218


Organisations which have provided assistanceinclude:

Architecture FoundationBall State UniversityBuilding DesignCentre for Community VisionsCentre for Disaster PreparednessCountryside CommissionCLAWS 2Chinese University of Hong KongEdinburgh World Heritage TrustFree Form Arts TrustHackney Building ExploratoryHertfordshire County CouncilNeighbourhood Initiatives FoundationPlanning Aid UKRUDIRoger Evans AssociatesScottish Participatory InitiativesShoevegas

Book evolution

The production of this book has been guided bythe belief that participatory editing and testing ofgood practice guidance is one of the mosteffective ways of achieving widespreadimprovement of practice and knowledge transfer.

The process adopted has been as follows:

1 Title and formatOverall concept established by the author,designer and supporting organisations.

2 Publicity Call for information leaflet distributed widely.

3 Pilot projects, seminars and researchMonitoring and evaluation of pilot projects,participation in seminars and workshops,desk research.

4 Sample material publishedTen methods and four scenarios published inUrban Design Quarterly, July 1998. Over1,000 copies distributed. Also available onUrban Design Group web site.

5 Editing workshopsHeld at the South Bank University in London,November 1998, and in the Philippines,January 1999.

6 Consultation draftCirculated to over 60 practitioners. Over 35responses received.

7 Final draftCirculated to main supporting organisationsand advisors.

Feedback received at each stage has beeninvaluable in developing the book, although theeditor takes full responsibility for all viewsexpressed.

It is planned to continue the process with furthereditions, translations and adaptations tailored tospecific local contexts.

See www.communityplanning.net

Ian TaylorRos TennysonSimon ThomasJohn ThompsonStephen ThwaitesCatherine TranmerSusie TurnbullJohn F C TurnerJohn TwiggPat WakelyPerry Walker

Diane WarburtonColin WardMargaret WilkinsonMae WatesMax WatesDick WatsonNicholas WilkinsonAdele Wilter Julie WithamJohn WorthingtonCharles Zucker

Apologies for any omissions.

CPH pages 218-232 10/7/06 19:33 Page 219


Photocredits

Location, date, andphotographer or source ofphotos and illustrations.Many thanks to all thosewho have allowed theirmaterial to be used.

Photos not credited are by Nick Wates.

Cover: Yellamanchilli, Adrapradesh, India,96, Nick Hall; Berlin, John Thompson& Partners, 96; Hong Kong, 98,Jack Sidener; Hackney BuildingExploratory, London, UK, 99.

ii Duke Street, Liverpool, UK, 97.12 Wakefield, UK, 97. 14 Woodberry Down, London, UK, 97.15 Liverpool, UK, 97.16 Punjab, Pakistan, 92, Jules Pretty.

Hastings, UK, 97.17 Honduras, 94, Jules Pretty.

Runcorn, UK, 79, CDS Liverpool.19 Pruitt Igoe, USA.20 Sri Lanka, 92, Jules Pretty. Wenceslas

Square, Prague, Czech Republic,96, John Thompson & Partners.

21 Trans Nzoia, Kenya, 93, JohnThompson. Hastings, UK, 90.

22 Hong Kong, 98, Jack Sidener.25 Prague, Czech Republic, 96, John

Thompson & Partners.26 Hastings, UK, 90.28-9 Hackney Building Exploratory,

London, UK, 99.30 Town Quay, Barking, UK, 98, Free

Form Arts Trust. 31 Caldmore Green, Walsall, UK, 98,

Free Form Arts Trust.33 Leeds Evening Post, 9.8.94 The

Times, 23.8.94 & 29.12.94. WestCumbrian News & Star, 15.11.94.

34 Blairs College, Aberdeen, UK, 94,John Thompson & Partners. HolyTrinity Brompton, London, UK, 97(2). Wornington Green, London,UK, 89, John Thompson & Partners.

35 Sidon, Lebanon, 97, John Thompson& Partners. Liverpool, UK, 97.

37 West Cork, Ireland, 87 (6).39 Setagaya Community Design

Centre, Tokyo, Japan, 95.41 Richmond Virginia, USA, 96.42 Fiji, 95, Jules Pretty.44 Duke Street, Liverpool, 97.47 Hong Kong, 98, Jack Sidener.48-9 London, UK, Alexandra Rook,

CLAWS (2). Tokyo, 98, Henry Sanoff.50-1 Brixton, London, UK, 93. Duke

Street, Liverpool, UK, 97 (2).54 Kiambu, Kenya, 93, Jules Pretty. Anon.

55 Sri Lanka, 92, John Thompson.Kiambu, Tamil Nadu, India, 91,Irene Guijt. Burkina Faso, Africa,92, Jules Pretty.

56 Hastings, 99, Greenhalf Photography.57 Shoreditch, London, 98, ShoeVegas.58 Birmingham, UK, 94. 59 Kingswood, UK, 96, Roger Evans

Associates.61 New Town, Edinburgh, 96,

Edinburgh World Heritage Trust.Hastings, UK, 90.

64 Yellamanchilli, Adrapradesh, India,96, Nick Hall. Yellamanchilli, 96,Roger Bellers. Igbalangao, PanayIsland, Philippines, 95, Nick Hall.Yellamanchilli, 96, Nick Hall.

66-7 Reproduced from Future Search.68 Tower Hamlets, London, UK, 99,

Architecture Foundation. 69 Ball State University, Indiana, USA,

95, Tony Costelllo.71 George Street, Hastings, UK, 89.72-3 East Street, Farnham, UK, 97 (4).

Bath, UK, 97.75 Kent, UK, 97, Debbie Bartlett.76 Igbalangao, Panay Island,

Philippines, 95, Nick Hall. 77 Easton, Bristol, UK, 93, Vizability

Arts. West Bengal, India, 90,Robert Chambers.

78 Bangaladesh, 94, Nabeel Hamdi.80 London, 70s, Town & Country

Planning Association. 81 Ball State University, Indiana, USA,

85, S.Talley.82 The Prince of Wales’s Institute of

Architecture, London, UK, 97. 83 Oxpens Initiative, Oxford, UK, 97,

Roger Evans Associates.Birmingham, UK, 94. Stockport,UK, 88, Community Technical AidCentre Manchester. Forge Project,Cinderford, UK, 93.

84 Hackney, London, UK, 82, HuntThompson Associates. MUDStudio,Ball State University, Indiana, USA,94, Anthony Costello (2).

85 Lea View, Hackney, London, UK,82, Hunt Thompson Associates.St Leonards-on-sea, UK, 90.

86 Madison Courier, USA, 86. 87 The Daily Clintonian, USA, 81. 88-9 East Street, Farnham, UK, 97.91 The Prince of Wales’s Institute of

Architecture, London, UK, 97.94 Hastings, UK, 99, Greenhalf

Photography.95 Igbalangao, Panay Island,

Philippines, 95, Nick Hall. Kent, UK,96, Debbie Bartlett.

96 Leaflets: Planning Aid for London,

South Wales Planning Aid.99 Oxpens Quarter, Oxford, UK, 97.101 Queens Park, Bedford,UK, 95,

unknown. London, UK, 97.102 Duke Street, Liverpool, UK. 97.

Ore Valley, Hastings, UK, 97.106 Ore Valley, Hastings, UK, 97. 107 East Street, Farnham, UK, 96.108 Mount Wise, Plymouth, UK (map).

Pittsburgh, USA, 88, John Thompson& Partners. Poundbury, UK, 89.Panay Island, Philippines, 95.

109 Calvay Coop, Glasgow, 85.Wakefield, UK, 97.

110-1 Mount Wise, Plymouth, UK, 99.115 Muncie Design Studio, Ball State

University, USA, 97, Tony Costello.117 Igbalangao, Panay Island,

Philippines, 95, Nick Hall.119 Bath, UK, 97.120-1 Farnham, UK, 97.123 El Cerrito, California, USA, 98.

Richard Ivey. Viterbo, Italy, 94.Richard Ivey (2).

124-5 Yale University, USA, 96.126 Shoreham, UK, 97. Lightmoor, UK,

90, Tony Gibson, NIF.128 Building Design 9.4.98 (3 +

drawing). Hammersmith, London,98, Architecture Foundation.

130 Yunnan, China, 97, Jules Pretty.132 Lostwithiel, Cornwall, UK, 85, CAG134 Krakow, Poland, 96.136 Kobe, Japan, 95.138 North Shields, UK, 87, Freeform. 140 Hesketh Street, Liverpool, UK, 84,

Architects’ Journal.142 Wakefield, UK, 97.144 Children’s drawing, Nishikawa

Tetsuya, Tokyo, Japan, 98.146 Mount Wise, Plymouth, UK 97.148 Model of Krakow, Poland, 96.150 Shoreham, UK, 98.152 Remaking Cities, Pittsburgh, USA, 98.154 Unknown, John F C Turner.156 Farnham, UK, 97.158 Krakow, Poland, 96.160 Crowhurst, UK, Peter Smith,

Picturemaps, Hastings.162 Hitchen Vision, Hertfordshire

County Council, UK, 96.164 Sidon, Lebanon, 97, John

Thompson & Partners.173 Drawings by Jack Sidener.175 Drawing by Tony Costello, 98.177 Drawing by Tony Costello, 98.180 Drawing by Tony Costello, 98.222 Planning Aid Conference, South

Bank University, London, UK, 98.224 John Thompson & Partners230 Greenhalf Photography, 99.

CPH pages 218-232 10/7/06 19:33 Page 220


Feedback on this book

Dear Editor,

Your handbook is great. But in thenext edition,please include:

1. A page on the...........................method (infoenclosed).

2. Scenario for.........................based on ourproject here(details enclosed).

3. A really goodvideo called...............................(also enclosed)

Let me know whenit comes out.

yours ever

PS. Check outwww....................if you haven’talready. Someuseful info there.

Further editions of this handbook are planned as wellas translations and adaptations. So feedback would bemost useful and welcome.

Ways you can help

t CommentsSend any comments on the book, good or bad. Quotessuitable for publicity especially welcome!

t ChangesSend specific amendments, preferably marked up incoloured ink on the book or photocopies of pages.

t AdditionsSend details of material that should be covered: extraprinciples, methods, scenarios, glossary items, books,films, contacts etc. It would help greatly if these could bein the same format as the book.

t Illustrations.Good photos or drawings are always welcome (be sure tospecify clearly if you want them back).

t Hold an editing workshop.Organise an editing workshop and send in the results. Seenext page for a sample format.

t Help with a translation or adaptation.Translators, editors, local publishers needed. Why not usethe framework and incorporate your own photos andlocal examples.

Please complete the form on page 223, complete the onlineforms on www.communityplanning.net or make contact inany way convenient: post, email, fax or telephone.

All communication to: Handbook Editor, Community Planning Publications, c/o Nick Wates Associates, 7 Tackleway, Hastings TN34 3DE, UK. Tel: +44 (0)1424 447888 Fax: +44 (0)1424 441514 Email: [email protected] Check the Community Planning Website for the latestinformation: www.communityplanning.net

CPH pages 218-232 10/7/06 19:33 Page 221


Editing workshop format

For helping make improvements to thishandbook. Also useful for stimulatingdebate on community planning generally.Can be run as independent sessions or aspart of a conference or other programme.Participants should ideally have had timeto look through the book beforehand butthis is not essential.

1 Setting upDisplay some or all of the pages on a wall,preferably blown up to A3 size on aphotocopier. Arrange in sections –‘Principles’, ‘Methods’, ‘Scenarios’ etc –with large headings above. Insert blankpages in each section with headings ‘Otherprinciples’, ‘Other methods’, etc. Have asupply of coloured felt tips. (2 hours)

2 IntroductionWelcome participants. Explain purpose ofevent and structure of book display. (10 mins)

3 Participatory editingParticipants examine the displayindividually or in small groups and writecomments directly on the pages or blanksheets. Informal discussion encouraged.(20 - 60 mins depending on whetherpeople have looked through the bookbeforehand)

4 General discussionOn implications for local activity, initiativesneeded etc. (20-40 mins)

5 Send in resultsMail or fax originals or copies of sheetsplus any notes of the discussion to:Handbook Editor, Community PlanningPublications, c/o Nick Wates Associates7 Tackleway, Hastings TN34 3DE, UK Fax: +44 (0)1424 441514Email: [email protected]

Running time: 60–100minsIdeal numbers: 5–20

Editing workshopBlown up photocopies of book pages pinned onthe wall allow people to write in comments andamendments. Blank sheets stimulate people tothink about additional material that could beincluded in the next edition.

Exhibition materialDisplay pages of The Community PlanningHandbook are available from CommunityPlanning Publications, in colour or black andwhite, and at various sizes.

CPH pages 218-232 10/7/06 19:33 Page 222


Feedback FormPlease complete and return the form below if you want to be notified of future editionsor can offer any help or advice. Feel free to use additional sheets, enclose material orcommunicate in a different way altogether.

Name

Organisation (if any)

Contact details (address, tel, fax, email, web)

Comments on this edition (good and bad)

Suggestions for a revised edition (suggestions adopted will be acknowledged)

I/we can supply information/photos/drawings covering the following methods/casestudies/ publications/films etc. (all material used will be acknowledged)

Please let me/us know when the revised English language edition is available 6 yes 6 no

I/we would be interested to have translations or adaptations in the following languages

I/we could help with work on translations or adaptations 6 yes 6 no

I am happy for you to pass my details on to other community planning networks 6 yes 6 no

Date

Return to: Handbook Editor, Community Planning Publicationsc/o Nick Wates Associates, 7 Tackleway, Hastings TN34 3DE, UK Fax: +44 (0)1424 441514 Email: [email protected]

CPH pages 218-232 10/7/06 19:33 Page 223

CPH pages 218-232 10/7/06 19:33 Page 224


IndexFigures in bold type indicate main entries; terms also entered in the glossary are marked byan asterisk *.

Note that only some of the Glossary items areindexed and that the Publications and Contactssections are not indexed. You may find what youare looking for in these sections.

academic resourcesindustrial heritage reuse 142–3task force 122–3urban design studios 124–5

acting see role play; simulationaction group 127, 181 *action planning event 24–5, 143, 145, 181 *

planner format 168–9review session 110–11

activity map 77 *activity week 26–7, 159 *Advanta Corporation 66Agenda 21 162agendas, different 12Allthorpe-Guyton, Marjorie 28Alter, Dennis 66American Institute of Architects 102architects

community design centre 38–9housing development 140–1neighbourhood planning office 84–5new settlement 148–9

architecture centre 28–9, 148–9, 159 *art map 77art projects, environmental 138–9art workshops 30–1, 135, 139, 145 *Arts Council of England 28attitudes 14award scheme 32–3, 153, 159 *

Ball State University 86Bath Preservation Trust 118board games 68–9brainstorming 34–5 *briefing workshop 34–5, 103, 140–1 *Bristol Architecture Centre 28

Brown, Robert 48budgets 19

Caldmore-Palfrey Youth Forum 30calendar 55Cantell, Timothy 118capacity and vulnerability analysis 112 *cardboard cut-outs 100–1Carlisle City Council 42Cartmel Village Design Group 74character assessment 75Charles, Prince of Wales 32charrette 46 *charts 54–5 *checklists

equipment and supplies 172–3hazards 112neighbourhood skills survey 175people and organisations 174policy initiatives 176–9

Chinon, Mayor of 122choice catalogues 36–7, 140–1 *Clancy, J B 124commitment 12, 15community action planning see microplanningcommunity association 127community centre 60–1, 132–3community design centre 38–9, 155 *community enterprise awards 32–3Community Links, London 32community planning

benefits 4–5methods 2–3, 17policy initiatives 176–9principles 11–21starting up 6–7, 15, 17

community planning forum 40–1, 133, 161community profiling 42–3, 133, 155, 161 *community technical aid centres 38–9 *competitions

award scheme 32–3, 153, 159 *ideas 70–1, 134–5, 153 *

computer-generated maps 56–7conservation

historic buildings 158–9industrial buildings 142–3

conservation centre 28

CPH pages 218-232 10/7/06 19:33 Page 225


INDEX

consultants 16, 96–7, 150–1, 162–3Costello, Professor Anthony 86countryside design summary 74, 160–1 *cultural context 18customising housing 36, 82, 140–1Dauge, Yves 122decision-making 4, 104–5democratisation 4derelict site reuse 134–5design assistance team 44–5 *design centres, community 38–9, 155design charrette 46 *design choice catalogues 36–7design fest 46–7 *design games 48–9, 144–5 *design statement 74–5design studio, mobile 80–1design workshop 50–1, 99 *

see also briefing workshopDesigning Hong Kong 46development briefs 176development partnerships 135, 142–3 *development trust 52–3, 127, 147, 159 *diagramming 21, 43, 54–5 *disaster management 64–5, 136–7 *

see also hazard analysisdocumentation 18Dotson, Laura 40

earthquakes see disaster management; hazardanalysis

electronic maps 29, 56–7elevation montage 58–9 *empowerment 4 *enablers, professional 178, 180environment shop 60–1, 84, 159 *environment week 26 * environmental art project 138–9environmental education 176 *equipment checklist 172–3evaluation form 171events 24–5exhibitions

architecture centres 28–9design fest 46–7

experts 20, 78 see also consultants; professionals

facilitator 20, 34–5, 42, 78 *

feasibility fund 62–3, 133, 153 *fence method 105 *field workshop 64–5, 155 *Finlay, Ian 62fixtures and fittings catalogues 36–7flexibility 14flip charts 72–3flooding see disaster management; hazard analysisflow diagram 55follow-up 14forum 126–7 *

community planning 40–1Freitas, Roger de 114'friends' group 127fun 15funds

feasibility 62–3, 133, 153public 178raising 4, 7

future search conference 66–7, 162–3 *Future Search network 66

gaming 48–9, 68–9gender workshops 43'go for it' 15goals 13good practice guidance 178grants 62–3, 133, 153graphics 20, 21, 43, 54–5groups see user groups

Hackney, Rod 38Hackney Building Exploratory 28Hammersmith Society 114hazard analysis 112–13, 136–7 *hazard checklist 112hazard map 77heritage, industrial 142–3heritage centre 28 *historic buildings 142–3, 158–9honesty 13, 20house image game 37house models 83household livelihood analysis 43housing co-operative 127 *housing designs, catalogues 36–7housing development 140–1

CPH pages 218-232 10/7/06 19:33 Page 226


INDEX

ideas competition 70–1, 134–5, 153 *industrial accidents see disaster management;

hazard analysisindustrial heritage reuse 142–3information

centres 176sources 16, 19systems 177

inner city regeneration 144–5interactive display 72–3, 118–19 *

see also open house eventinvolvement, all parties 15–16

Janoff, Sandra 66jargon 13, 178Jefferson, Pat 42judging rules/criteria 32–3, 70–1

knowledge sources 16, 19

ladder of participation 10land ownership information 178land-use planning 48–9language 13, 180law of two feet 90layouts, design games 48–9leaflets 40 *limitations, of community planning activities 12local character 74–5, 142–3, 160–1 *local context 17local design statement 74–5, 161 *local employment 13, 178local knowledge 19local neighbourhood initiative 146–7local skills 13, 20, 175location, working on 21Lubetkin, Sasha 28

management committee 127 *management structures 52–3mapping 76–7 *

hazard and risk 113maps

architecture centre 28–9electronic 29, 56–7and photo surveys 95

matrix diagram 55 *

media 14, 26, 86–7, 149mental mapping 77 *methods 17microplanning workshop 78–9 *mind map 54–5, 67 *mobile unit 80–1 *models 50–1, 82–3, 141 *

architecture centre 28–9planning for real 100–1

momentum 16money 19mosaic making 31

name badges 13Neighbourhood Initiatives Foundation 100neighbourhood models 83neighbourhood planning office 84–5, 144–5, 147neighbourhood skills survey 175 *neighbourhood tours 108–9network diagram 55newspaper supplement 86–7, 149 *newspapers 14, 26Nre, Celeste 62

open house event 88–9, 135, 149, 157 * see also interactive display; table scheme display

open space workshop 90–1, 147 *option cards 100–1Ore Valley Action Planning Weekend 44organisation charts 39, 53, 55organisations checklist 174outsiders 21 *Oxpens Quarter Initiative, Oxford 98

pace of progress 14parish mapping 77, 160–1 *parks 49, 134–5participation culture 178participation matrix 11participation process 18

involving all parties 15–16numbers involved 18people and organisations checklist 174see also process planning session

participatory editing 74–5, 92–3, 151 *partnerships 14 *patrons 32–3 *pavement mosaics 31

CPH pages 218-232 10/7/06 19:33 Page 227


INDEX

pavement signs 88people, checklist 174personal initiative 17photo survey 75, 94–5 *photomontage 58–9Piacentini, Lorenzo 122picture analysis 69pie chart 55planning aid scheme 96–7, 152–3 *planning applications 179planning day 98–9, 150–1, 157 *planning decisions 180planning for real 100–1 *planning offices, neighbourhood 84–5planning procedures review 178planning study 150–1planning weekend 102–3, 147Plattus, Alan 124post-it notes 73 *posters, design fest 46preparation 17prioritising 100–1, 104–5, 136–7 *priority cards 100–1problem tree 43 *process planning session 106–7, 147, 151, 157 *professionals 18

community design centre 38–9design assistance team 44–5as enablers 18, 178, 180 fees 179location 179neighbourhood planning office 84–5planning aid scheme 96–7registers 179volunteers 96–7

progress monitoring 16, 170project group 127, 133public participation process 106–7publicity 14 *

activity week 26–7 *newspapers 14, 26, 86–7, 149 roadshow 114–15 *video soapbox 128–9 *

reconnaissance trip 43, 103, 108–9, 149 *records 18regeneration

historic buildings 158–9industrial buildings 142–3inner city 144–5

local neighbourhood 146–7regeneration infrastructure 152–3reports 92–3research 180residents' association 127review sessions 110–11

evaluation form 171progress monitor 170

risk assessment 112–13, 136–7, 155simulation 116–17

roadshow 114–15 * see also video soapbox

Robinson, David 32role play 43, 68–9 *

see also simulationroom layout

choice catalogues 37models 83

Royal Institute of British Architects 62rules and boundaries 12, 19

Saleem, Waheed 30scale of projects 15settlement

new development 148–9strategy for whole 162–3upgrading 154–5

shanty settlement upgrading 154–5shared control 19shop, environment 60–1, 158–9

see also street stallSidener, Professor Jack 50simulation 43, 116–17 *skills survey 13, 20, 175 *soapbox, video 128–9speed of progress 14sponsors, award schemes 32–3statutory procedures review 180steering group 127, 147, 157 *sticky dots

judging competitions 71voting 120–1

storms see disaster managementstory-telling 69 *strategy 6–7

planner format 166street lights 30street models 83

CPH pages 218-232 10/7/06 19:33 Page 228


INDEX

street stall 72, 118–19 *students

task force 122–3urban design studio 124–5

suggestion cards 100supplies checklist 172–3sustainable community 5 *

table scheme display 88–9, 120–1 *talent see skillsTan, Ning 94task force 122–3, 149 *technical aid centres 38–9, 159, 180telephone boxes (video soapbox) 128–9threat ranking 113time-line 55, 66 *timetables 55tour of neighbourhood 108–9town centre upgrade 156–7training 20

see also good practice guidancetransect walk 43, 109 *transparency 13trust 20 *

Ullman, Janet 28universities see academic resourcesUnsworth, David 74urban conservation 158–9urban design studio 124–5, 134–5 *urban task force 122–3urban studies centre 28urban village 144–5 *user groups 126–7 *

Venn diagram 54–5victims see disaster managementvideo soapbox 128–9 *village design statements 74–5 *village revival 160–1visions 13visual information 20, 21

see also diagramming; maps; photo surveyvoluntary sector empowerment 181voting 120–1vulnerability and capacity analysis 113 *

Wachowiak, Joanna 122walks, reconnaissance 108–9Wandsworth Black Elderly Project 62Waverley Borough Council 88wealth ranking 43 *Weisbord, Marvin 66well-being ranking 43 *wheel of fortune 105 *Wilcox, David 52working party 127 *workshop

art 30–1 *briefing 34–5 *design 50–1 *design fest 46–7 *field 64–5, 155 *groups 40–1 *microplanning 78–9, 155 *open space 90–1 *planner formats 167, 170reports 93

Yale Design Workshop 124

CPH pages 218-232 10/7/06 19:33 Page 229

230

Nick Wates is a writer,researcher and projectconsultant specialising incommunity planning anddesign.

Previous books include TheBattle for Tolmers Square(Routledge, 1976), Squatting,the real story (Bay Leaf Books,1980), Community Architecture;(with Charles Knevitt, Penguin,1987) and Action Planning (ThePrince of Wales’s Institute ofArchitecture, 1996).

He has also written extensivelyfor the architectural press,directed local regenerationprojects and taken part in localplanning sagas in the areaswhere he has lived.

In the past few years he hasbeen Project Manager of theUrban Design Group’s PublicParticipation Programme and aSenior Research Associate atThe Prince of Wales’s Instituteof Architecture.

He lives on the south coast ofEngland in Hastings.

www.nickwates.co.uk

Jeremy Brook is a graphicdesigner specialising inexhibition catalogues andposters for museums and artgalleries.

He studied at the Royal Collegeof Art and has taught part-timeat the London College ofPrinting, Ravensbourne Collegeof Design and Eastbourne andHastings Colleges of Arts andTechnology.

Regular clients include the De La Warr Pavilion, Bexhill;Hastings Museum and ArtGallery; South East Arts; SurreyInstitute of Art and Design;Towner Art Gallery, Eastbourneand Rye Art Gallery.

Previous books include ErichMendelsohn 1887-1953(A3 Times, 1987) and HansScharoun: the alternativetradition (A3 Times, 1995).

He also lives in Hastings.

www.graphicideas.co.uk

CPH pages 218-232 10/7/06 19:33 Page 230

We’ve had workshop daysthat would amaze,we’ve been well facilitated –a constant drainon the polished brain,and hell for the addle-pated!

We’ve drunk pints of teaand tried to agreeamid multi-voiced confusion –so the hours we’ve spentcircled in our tentcould arrive at some solution.

We’ve spent serious timeon Housing, Crime,Image and Education –We’ve met people who have helped us throughwith fact, and imagination.

So a big ‘thank you’for all your viewson the way our future lies –When our Action Plan endswe’ve made good friendsAnd sorted out Mount Wise.

Thea Brutenpoet and local resident Mount WisePlymouthUK1998

CPH pages 218-232 10/7/06 19:33 Page 231

More Development Titles from Earthscan

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Theatre can play a significant role in addressing issues of power in

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ISBN: 1844071111 | November 2004 | £16.99

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easily accessible the author’s experience in the field in the form of

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The Community Planning Handbook

Documents

Transcript of The Community Planning Handbook