EL TIEMPO Y EL CLIMA

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The Allerton Bywater Millennium Community developer contributions were used to rejuvenate the former infant school, Miners’ Welfare Hall and bowling green adjacent to the planned development. Allotments and a new skatepark have also been developed. The community today plays an active role in managing these facilities and organising events and functions for the neighbourhood.

The provision of a skate park prior to the delivery of development at Allerton Bywater Millennium Community has benefited the existing population and helped to integrate new and existing communities.

Provision of these facilities prior to the delivery of the new development not only benefited the existing population but also provided a platform to integrate the new and existing communities. Allerton Bywater Millennium Community has successfully reinvigorated and expanded a former mining community south-east of Leeds. Early and continued consultation with the people living in the village and the wider community has helped deliver a range of specific and need- based facilities and benefits to the area.

In Vauban the community has taken ownership of the public spaces. The redevelopment of a 34 hectare former French army barrack site in Vauban, Freiburg is an excellent example of involving the community in all stages of the development of a new district.

After the withdrawal of French troops in the early 1990s, several of the abandoned structures became occupied by squatters. Following discussions between the squatters and Freiburg City Council, it was agreed to make the redevelopment of Vauban a participatory process known as “Learning while Planning”. The opinions of the local community were voiced through a citizen’s association, “Forum Vauban”, who worked closely with the City Council and coordinated the public participation process. Forum Vauban became involved in every stage of the area’s development, from providing initial design concepts to the management of the local community centre, but the main contribution of the Forum was its vision for the creation of an environmentally, economically, socially and culturally sustainable district.

As a result of Forum Vauban’s input, all dwellings are built to low energy standards and use alternative energy sources. Bus and tram services provide fast and high frequency links to the city centre. Local traffic has been discouraged as the area provides very few parking facilities. Two multi-storey car parks have been developed at the edge of the district, freeing the streets of traffic and allowing them to be used as playgrounds and meeting places instead.

Forum Vauban further provided a crucial role in facilitating “joint- building projects” by encouraging small groups of individuals to form building co-operatives to design and build their own homes.

By integrating Forum Vauban in the planning process and “outsourcing” some of its planning powers to the Forum, Freiburg City Council has achieved a unique and sustainable district, with a strong community spirit, where local residents have taken ownership of their environment.

SOWING THE SEED 1.5

Be realistic

Starting the involvement process early and establishing clear responsibility for the various tasks among the partners will help to avoid delays. Community engagement can require considerable resources. Developing a delivery plan can help everyone understand how much time and what level of skill will be needed, and how these will be provided.

Use appropriate tools

Community engagement can be organised in a number of different ways. There is no standard model that fits all circumstances. Collaborative design workshops should be used where possible to improve the design of proposed development.

One collaborative tool, Enquiry by Design, was pioneered by English Partnerships and the Prince’s Foundation at Upton and Lawley. It brings together stakeholders to collaborate in producing a masterplan. Putting in resources at an early stage in this way can avoid problems later in the process that might cause delays or additional costs. The principles of this approach can be applied to other collaborative approaches and to projects where there is consensus for good design.

Once decisions are made about the objectives of engagement, the boundaries of the area, and the

programme and funding, an appropriate method should be developed to meet the needs of the various participants. Table 1.5 sets out a number of different activities and their suitability to different types of development. These are by no means exhaustive.

Provide effective facilitation

Providing independent facilitators can help to reduce conflict if they have the right skills and expertise to manage the process of engagement and facilitate events. They can create a better understanding of the outputs and the process, particularly where the views of particular individuals or interest groups might otherwise dominate events.

Provide skills and training

Resources should be made available for capacity building to enable communities and stakeholders to engage fully in the process. Depending on the level of community engagement and existing skills, the capacity-building process may take the form of a short workshop, best practice study trips or support for community members to study for appropriate qualifications. The last option may be particularly appropriate where there are opportunities for community members to take on long-term management roles.

Keep it going

The process should allow communities to see how ideas have developed at various stages, with effective feedback. This ensures that everyone is aware of how consultation and involvement can help to maintain good relations, encourage further engagement and result in more positive outcomes. There should be clear, formal stages in the process. These should be based on statutory requirements where appropriate. The stages should be part of a continuous programme, not a series of disjointed steps. Community involvement is not simply a process to be ticked off a list.

KEY MESSAGES FOR SECTION 1.5

1. Do not underestimate the value of public involvement. 2. Start early, involve the right people, create

partnerships and identify boundaries at an early stage. Be clear from the outset what the agenda for involvement is, who is involved, what roles people play and what the process will be.

3. Ensure that appropriate facilitation skills and resources are in place. Recognise that different methods and techniques will be appropriate for different types of project.

REFERENCE

INTEGRATED