panel 4: new planning forms

New$Planning$Forms:$the$AestheMcs$of$Resilience$

MaShijs$Bouw,$One$Architecture$&$PennDesign$$Amale$Andraos,$Dean,$Columbia$University$GSAPP$

Marilyn$Jordan$Taylor,$PennDesign$Henk$Ovink,$InternaMonal$Water$Affairs,$Kingdom$of$the$

Netherlands!

MaShijs$Bouw,$One$Architecture$&$PennDesign$$

The Aesthetics of Resilience Matthijs Bouw founding principal One Architecture Rockefeller Urban Resilience Fellow, PennDesign/University of Pennsylvania bouw@onearchitecture.nl @matthijsbouw

“Er valt niets te ontwerpen” Jan de Heer, 1978 (“there is nothing to design”)

Jean Renaudie, Ivry-sur-Seine Housing

Aldo van Eyck, Orphanage

N.J. Habraken

Aldo van Eyck

Aldo van Eyck, Nieuwmarkt Playground

Architecture might have been the dominant art form of the 20th century, when the world was organized through space and through territory. In the 21st century our world is as much organized by the digital domain, (social-) systems and by abstract codes. The organizational depth of our society has drastically increased: multi-technologies on top of multi-actors. Architecture (and the architect) can still have an integrative, politically effective role as long as it accepts itself as part of this multiplicity. Architects should develop the aesthetic tools to create room and flexibility for others to engage.

1: We need to link the small scale of the implementable project or the prototype to the big picture

Arcadis, proposal for NY Flood protection

THE BIG U

FEMA FLOOD ZONE

THE BIG U - RESILIENT NEIGHBORHOODS

THE BIG U - RESILIENT NEIGHBORHOODS

THE BIG U - RESILIENT NEIGHBORHOODS

THE BIG U - FROM BIG U TO SMALL Us

SMALLER Us MEANS SMALLER AREAS AND MANAGEABLE SCALES!

THE BIG U - EAST SIDE COASTAL RESILIENCY (ESCR)

COMPARTMENTS CAN BE DEVELOPED SEPARATELY AS FUNDING BECOMES AVAILABLE

THE BIG U - EAST SIDE COASTAL RESILIENCY (ESCR)

SMALLER Us ALLOW BETTER COMMUNITY ENGAGEMENT

THE BIG U - EAST SIDE COASTAL RESILIENCY (ESCR)

SMALLER Us GET BETTER SUPPORT FROM LOCAL PLAYERS

THE BIG U - EAST SIDE COASTAL RESILIENCY (ESCR)

SMALL Us BLEND IN BETTER WITH ONGOING EFFORTS

THE BIG U – BUILDING UP FROM SMALL Us

SMALLER Us GROW INTO LARGER Us AT A MANAGEABLE PACE !

THE BIG U - LOWER MANHATTAN COASTAL RESILIENCY (LMCR)

THE BIG U - LOWER MANHATTAN COASTAL RESILIENCY (LMCR)

THE BIG U - LOWER MANHATTAN COASTAL RESILIENCY (LMCR)

THE BIG U - ACHIEVING GRAND VISION

OMA, XDGA, One Architecture, Les Halles

OMA, XDGA, One Architecture, Les Halles

2. We need to rethink our aesthetic control so that others can engage and a project can adapt while maintaining the solace of cohesion

Aravena, Elemental Housing

O. Kalandarashvili, Hotel Iveria, Tbilisi

MVRDV, Silodam

Lucien Kroll, St. Pierre en Voluwe

Alvar Aalto, Muuratsalo House

One Architecture, Jozef Community Health Care Center

One Architecture, Jozef Community Health Care Center

OMA, Fondazione Prada

3. We need to visually incorporate systems and processes into the projects

One Architecture, Salzburg Stiegl ASK Masterplan

Studio Nine Dots, Delva, One Architecture a.o., Buiksloterham

VergistingsinstallatieNutriënten verwijderingGrijswater bufferBio-gas opslag

1234

1

2

34

vaccuümtank

zwart water

Drijvend zwembad ?

BrouwerijMushroom bedsBlack Solder FlyStadskasKas RestaurantAquaponics ComposterNEREDA

Helofytenfilter ?

?

One Architecture, study for bio-refinery Buiksloterham

Amale$Andraos,$Dean,$Columbia$University$

GSAPP$

49 Cities, Second Edition

Plug%Out(

Aqualoop(Shenzhen%Honk(Kong(Biennale(2011(

The(Obsedian(House,(93(Reade(St(Knightsbridge(ProperDes(

Infoodstructure, Brooklyn

PUBLIC FARM 1 @ PS1 / MoMA

EDIBLE SCHOOLYARD @ PS216, BROOKLYN

PARKING(

PS((216(

PLAY(GROUND(

AVE.(X(

E.(1ST(STREET(

WEST(STREET(

EDIBLE SCHOOLYARD @ PS7 EAST, HARLEM

(((((((

NATURE-CITY, OREGON

EBENEEZER HOWARD: GARDEN CITY, 1902(

5X TYPICAL SUBURBAN DENSITY

+ 3X TYPICAL OPEN SPACE

= NATURE-CITY

ANIMAL HABITATS

SHARED LANDSCAPES

INFRASTRUCTURE

WEIFANG UNIVERSITY CAMPUS, CHINA (SCAPE, SLAB, STUDIO ZHU PEI, WORKac)

Marilyn$Jordan$Taylor,$PennDesign$

chr

ChekLapKokAirport

Ramon Eduardo, Owner Il Forno Bakery

Wanda Salaman, Mothers on the Move

Tanya Fields, The BLK Projek

Ralph Acevedo, Community Board 2

Charles “Sippi” White, Retired Teamster

Edwin Morales, Foreman, Nathel and Nathel

Stephen Smith + Darius Davis, local youth project

Darius Davis, local youth project

Interview and youth-led video projects to capture views of community members with different interests and vantage points

ThestaticmasterplannolongerservesusStrategicvisionismulti-dimensionalandmulti-authoredProjectsare“real-time”experimentsThebusinessplaniskeytomovingtheprojectforwardResiliencewithflourishinacultureofmutualinvestment

Henk$Ovink,$InternaMonal$Water$

Affairs,$Kingdom$of$the$Netherlands$

Design and politics

CRISES COMPLEXITY

yesterday today tomorrow day after

yesterday today tomorrow day after

CRISES COMPLEXITY

“NOSTALGIA TRAPS” Woody Allen at Cannes 2011

Houston We Have A Problem ! When design professionals no longer know why they are designing, when policymakers are driven forward by their own momentum rather than targets and objectives, when process gains the upper hand and the challenges (despite their clarity) are not embraced, then the content loses out. Then passing fads, procedures, and reactivity become our guiding principles. But the challenges we face are too great, too manifest, and too pressing for us to let that happen.

Yenisey

Ganges-Brahmaputra-Meghna

Aral Sea

Volga

Ob

XiAmur

Han

Salween

Mekong

La Plata

Amazon

OrinocoRio Grande

Mississippi

Saint Lawrence

Nelson-Saskatchewan

YukonScheldt Rhine

Danube

Niger

Congo

Nile

Jordan Tigris-Euphrates

Indus

Circle size indicates the number of

hostile events in each basin.

The color of each international river basin indicates the total number of interactions there from 1990 to 2008.

/QUV�EQQRGTCVKXG/QUV�JQUVKNG

ƙ�'XGPVU�&GENCTCVKQP�QH�YCT

ǝ�'XGPVU�*QUVKNG�CEVKQP�NKMG��VTQQR�OQXGOGPV�QT�YCVGT�UWRRN[�FKUTWRVKQP

EVENTS BY INTENSITY 7KH�UHVHDUFKHUV�JUDGHG�HDFK�H[FKDQJH�RQ�D�ɕə�SRLQW�VFDOH���Collaborative interactions outnumber hostile ones.

ƽǝǗ�'XGPVU�.GCFGTU�WUG�NCPIWCIG�QH�FKUEQTF�KP�CP�QHƒEKCN�QT�WPQHƒEKCN�UGVVKPI

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LJǘƙ�'XGPVU�0CVKQPU�CITGG�VQ�UWRRQTV�RTQLGEVU��NKMG�KTTKICVKQP�QT�TKXGT�OCPCIGOGPV

ƙ�'XGPVU�8QNWPVCT[�WPKƒECVKQP�KPVQ�C�UKPING�EQWPVT[

0DS�UHSURGXFHG�IURP�WKH June 2014 issue of Popular Science courtesy of Katie Peek. Data visualization by Pitch Interactive.

0DS�EDVHG�RQ�WKH�7UDQVERXQGDU\�)UHVKwater Dispute Database by the Department of Geosciences, Oregon State University.

1

2

3 4

HOTSPOTS

1

By the end of 2015, Turkey expects to complete the Ilisu Dam on the Tigris River, part of a national push to boost electrical power capacity. Besides submerging the 12,000-year-old settlement of Hasankeyf, the dam may damage the already fragile Mesopotamian marshes downstream in Iraq, Germany, Austria, and Switzerland withdrew funding for the dam in 2009.

2

Tajikistan is planning the Rogun hydroelectric dam on a tributary of the Amu Darya river. The dam would be the tallest in the World and help alleviate the country’s energy shortages. Uzbekistan, fearing irrigation shortfalls, has imposed tariffs and travel restrictions on its neighbor to the east.

3

In 2011, Ethiopia began building the Grand Renaissance Dam on the Blue Nile, a tributary that provides about 60 percent of the Nile’s water. Egypt and Sudan are concerned about the dam’s effect on water flow downriver. Ethiopia UC[U�KV�YKNN�ƒPKUJ�VJG�project in 2017.

4

In a channel of the Mekong two miles north of the Cambodian border, Laos intends to construct the Don Sahong Dam. The power project could affect ƒUJKPI�KP�%CODQFKC� Vietnam, and Thailand, so those countries are demanding a say in the plan.

HEAT MAP Where is the highest risk of water conflict?

WATER:�$�PDS�RQ�FRQȠOLFW�DQG�FRRSHUDWLRQ7KLV�PDS�VKRZV�DOPRVW�������LQFLGHQWV�UHODWHG�WR�FRQȠOLFW�DQG�FRRSHUDWLRQ�in transboundary basins that took place between 1990 and 2008. The coloured circles include an additional 200 disputes over resources other than shared water resources. Overall, there were approximately twice as many FRRSHUDWLYH�HYHQWV�DV�FRQȠOLFWXDO�HYHQWV�GXULQJ�WKLV�SHULRG��&LUFOH�VL]H�GRHV�QRW�DXWRPDWLFDOO\�WUDQVODWH�LQWR�FRQȠOLFW�GDQJHU��DV�WKH�FLUFOHV�LOOXVWUDWH�WKH�

total number of events with varying degree of hostility. However, when external HYHQWV�RYHUZKHOP�LQVWLWXWLRQDO�FRSLQJ�PHFKDQLVPV��FRQȠOLFW�becomes dangerous (Wolf et al. 2003)��7KLV�LV�UHȠOHFWHG�LQ�WKH�KRWVSRWV�RQ�WKH�map, ZKLFK�FRLQFLGH�ZLWK�UHJLRQV�ZKHUH�UHVLOLHQW�FRQȠOLFW�UHVROXWLRQ�PHFK�anisms are DEVHQW��,Q�WKH�'DQXEH�5LYHU�EDVLQ��IRU�H[DPSOH��FRQȠOLFWXDO�HYHQWV�were mitigated by the presence of strong cooperation incentives, embedded in the process of European integration (Pohl et al. 2014).

1–2

0QPG 1–3 4–15 16–40 41–126 127+

3–6 7–15 46+16–45

Water threats’ business case…

Image Kadir van Lohuizen

Image Kadir van Lohuizen

Figure 2: The Global Risks Interconnections Map 2016

State collapse or crisis

Unemployment or

underemployment

Asset bubble

Deflation

Failure of financial mechanism

or institution

Failure of critical

infrastructure

Fiscal crises

Illicit trade

Energy price shock

Unmanageable inflation

Extreme weather events

Failure of climate-change

Biodiversity loss and

ecosystem collapse

Natural catastrophes

Man-made environmental

catastrophes

Failure of national governanceInterstate conflict

Terrorist attacks

Weapons of mass destruction

Failure of urban planning

Food crises

Large-scaleinvoluntary migration

Profound social instability

Spread of infectious diseases

Water crises

Adverse consequences of

technological advances

Critical informationinfrastructure breakdown

Cyberattacks

mitigation and adaptation

Data fraud or theft

Source: Global Risks Perception Survey 2015.Note: Survey respondents were asked to identify between three and six pairs of global risks they believe to be most interconnected. See Appendix B for more details. To ensure legibility, the names of the global risks are abbreviated; see Appendix A for the full name and description.

3.5 4.0 4.5 5.0 5.5

4.0

4.5

5.0

4.87average

4.76average

Data fraudor theft

Asset bubble

Deflation

Failure of financial mechanism or institution

Failure of criticalinfrastructure

Fiscal crises

Unemployment orunderemployment

Illicit trade

Energy price shock

Unmanageable inflation

Extreme weather events

Biodiversity loss and

ecosystem collapse

Natural catastrophes

Man-made environmentalcatastrophes

Failure of national governance

Interstate conflict

Terrorist attacks

State collapse or crisis

Weapons of mass destruction

Failure of urban planning

Food crises

Large-scale involuntarymigration

Profound social instabilitySpread of infectious diseases

Water crises

Adverse consequences oftechnological advances

Critical informationinfrastructure breakdown

Cyberattacks

Failure of climate-changemitigation and adaptation failure of climate change

adaptation and mitigation

large scale involuntary migration

water crises

climate change

biodiversity loss and ecosystem collapse

extreme weather events

natural catastrophes

man made environmental catastrophes

WEF Global Risks 2016, 11th Edition

URGENCY INTERDEPENDENCY

Risks, uncertainties and opportunities

SPECIFIC FOCUS: ALLIANCES

LONG TERM & COMPREHENSIVE

INSTITUTIONAL CAPACITY

• Politics • Governance • Finance • Policy • Regulations • Network

• Enabling State

• BCA • Monitoring • Evaluation • Transparency • Accountability

• ¥€$ • PPP

FUNDING / ¥€$ PPP

COLLABORATION INCLUSIVE

• Inclusive • Collaborative • Innovative • Participatory • Communicative

• Energetic Society

Projects / Innovative

Programmatic

TRANSFORMATIVE APPROACH

Design

AMBITION

OPPORTUNITYTECHNIQUE

win - win

public

suppor

t faster & b

etter

LONG TERM & COMPREHENSIVE

INSTITUTIONAL CAPACITY

• Politics • Governance • Finance • Policy • Regulations • Network

• Enabling State

• BCA • Monitoring • Evaluation • Transparency • Accountability

• ¥€$ • PPP

FUNDING / ¥€$ PPP

COLLABORATION INCLUSIVE

• Inclusive • Collaborative • Innovative • Participatory • Communicative

• Energetic Society

Projects / Innovative

ProgrammaticAMBITION

OPPORTUNITYTECHNIQUE

win - win

public

suppor

t faster & b

etter

MERGE…

MAKING POLITICS

AMBITION

OPPORTUNITYTECHNIQUE

win - win

public

suppor

t faster & b

etter

re-design of the institutional

execution, implementation and development

NO SHOW

NARRATIVE

Mark Wallinger, National Galerie Berlin 2007

SAFE PLACE

COMPLEX SITUATION

ASSESS PROBLEM

FORM GOVERNMENT

TASK FORCE

IDENTIFY PHILANTHROPIC

FUNDING

SELECT PARTNERS

CALL FOR TALENT

BUILD RESEARCH ADVISORY GROUP

FUN

DIN

G A

NN

OU

NC

ED

FIN

AL P

UBL

IC E

XHIB

ITIO

N

SELECT TALENT

WORK WITH GOVERNMENT

PARTNERS

FORM WORKING GROUPS & SHARE

KNOWLEDGE

INDIVIDUAL RESEARCH & INVESTIGATIONS

LECTURES, SITE VISITS, WORKSHOPS

CRITIQUEDESIGNS

COMMUNITY OUTREACH

COMPILE RESEARCH REPORT

DESIGN PROPOSAL SELECTION

PUBLIC EXHIBITION OF IDEAS

ROUNDTABLES

DESIGN REFINEMENT

COMMUNITY WORKSHOPS

PUBLIC EVENTS

TEST AND DESIGN APPROACHES

ANALYZE STAKEHOLDERS BUILD

COALITIONS

FUNDING ALLOCATED

ON GOINGENGAGEMENT

DESIGN REFINEMENT

BEGINCONSTRUCTION

The Task Force and their core group of advisors and staff created a unique structure for the competition. A series of stages was established that would orient the design process around in-depth research, cross-sector and cross-professional collaboration, and iterative design development. The design process incorporated a variety of inputs to ensure that each stage’s deliverables were based on the best knowledge and talent, and that the final proposals would be replicable, regional, and implementable.

Objective Gather the talent of the world to work with the talent of the Sandy-affected region.

Process The Task Force issues a Request for Qualifications calling for teams to assemble themselves in interdisciplinary partnerships to tackle the region’s physical and social vulnerabilities.

To incentivize participation, the federal government pledges funding to implement the winning designs while private philanthropy pledges prize money for competitors.

Result Ten finalist design teams are selected comprising a diverse and complementary skill sets and approaches.

Objective Establish the broadest possible understanding of the region’s vulnerabilities to climate events to enhance resilience.

Process Rebuild by Design’s local partner organizations create an intensive, three-month program of field research to introduce teams to a variety of local stakeholders, providing a comprehensive view of the storm’s effects—the damage it created as well as the longstanding problems it uncovered or exacer-bated. A Research Advisory Board

leads the teams through the region to learn from a variety of perspec-tives, and teams conduct additional research to supplement this on-the-ground work. Research is collaborative across teams and focuses on typologies as well as locations.

Result A research report and public presentation from each team that includes three to five “design opportunities” describing concep-tual approaches for interventions.

Objective Develop implementable solutions that have support from local communities and governments.

Process A jury selects approximately one design opportunity for each team to fully develop. Teams then gather diverse local stakeholders into community coalitions, with whom they begin a four-month process of co-designing the final intervention. Using meetings, colloquia, charettes,

and non-traditional events to gain the broadest perspectives, they create solutions than address not only disaster scenarios, but enrich the daily life of community members.

Result Ten fully developed, imple-mentable resilience proposals that champion communities’ visions for future development, and have support from the community and the backing of local governments.

Objective Governments and community stakeholders work together to build the projects.

Process HUD transfers disaster recovery funds to City and State Governments to implement the first stages of the winning designs. Teams work with them to further refine the interventions and proceed with permits and environmental impact

assessments leading to construction. HUD sets strong guidelines for community involvement to ensure that the coalitions formed during the competition continue to be involved through implementation.

Result A more resilient region achieved through collaboration and design.

TALENT

DESIGN

IMPLEMENTATION

RESEARCH

1

3

4

21

Designing a Process

PROCESS & PLACE - SABBATICAL DETOUR MODEL

RESILIENCE FRAME - NECESSITY by design

yesterday today tomorrow the day after

DESIGN AND INNOVATION IN PLANNING PROCES

CHANGING ROLES FOR ALL ACTORS

TALENT MEETS TALENT

COLLABORATION!

1122#$#the#first#collabora0on#started#in#the#Utrecht#area,#where#20#communi0es#worked#

together#on#the#local#embankment

INCLUSIVE LEADERSHIP

65

Asbury Park Capacity-Building: The City of Asbury Park

HUD Rebuild by Design | HR&A Advisors with Cooper, Robertson & Partners

Launch June 20 2013

Select 10 Teams August 8 2013

Present Research and opportunities October 28 2013

Present final designs April 3 2014

Research DesignCompete Implement

Select 6 winners June 2 2014

“This is not about making a plan, this is about changing the culture.”

QUITO, ECUADOR® Santiago CornejoQUITO, ECUADOR© Ammit Jack

HABITAT I

Istanbul 1996World leaders adopted the Habitat Agenda as a

global plan of action for adequate shelter for all, with the notion of sustainable human settlements

driving development in an urbanizing world. a. Cities are the engines of global growth;

b. Urbanization is an opportunity, c. Call for a stronger role of local authorities and

d. Recognition of the power of participation.

Vancouver 1976

HABITAT II

Governments, private sector, international organizations,

academia, professionals and CSO reaffirm the commitment to

integrate urban equity into the development agenda.

Outcome: the Medellín Declaration

Medellín, April 2014

WUF7URBAN FORUM

NATIONAL, REGIONAL AND WORLD URBAN FORUMS

Governments recognize the need for sustainable human settlements and sustainable urbanization.

22,000Participants

URBAN EQUITY

New York, September 17 - 18, 2014

PREPCOM2 Nairobi, April 14 - 17, 2015

PREPCOM1

ENGAGEMENT Ensuring inclusive participation, engaging

partnerships, advocacy to raise awareness and build consensus towards the New Urban Agenda.

• General Assembly of Partners • National and Local Urban Campaigns

• Preparatory process for the II World Assembly of Local Authorities

• Urban Journalism Academies• Together Towards HIII– Global Survey

Securing renewed political commitment. Addressing action for new challenges.

HIGH LEVEL REGIONAL & THEMATIC MEETINGS

Mobilization of high-level expertise to develop independent policy recommendations on sustainable urban development

POLICY

Capturing, creating, organizing and disseminating

knowledge towards the New Urban Agenda.

NATIONAL, REGIONAL AND GLOBAL REPORTS

ISSUE PAPERSThe Issue Papers providein depth review and analysis of specific issues relevant to the discussions of the Conference.Check out the Issue Papers on habitat3.org

A series of e-discussions with the aim to gather views from all interested players to bring forward new and emerging thinking on urban issues. Thematic Consultations 6-31 July 2015

HABITAT III URBAN DIALOGUES

KNOWLEDGE

POLICY UNITS

URBAN OCTOBER

SDG - GOAL 11: SUSTAINABLE CITIES AND COMMUNITIES

UNITED NATIONS CONFERENCE ON CLIMATE CHANGE (COP21/CMP11)

YOU ARE HERE

ZERO DRAFT DOCUMENT

PREPCOM3Surabaya, July 25 - 27, 2016

Urbanization is an endogenous source of sustainable development as well as a

tool for social integration and equity.

NEW URBAN AGENDA

WELCOME TO QUITO

LEGACY

Local Governments joint-message towards the New Urban Agenda

April 2016

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The Power of Yes, David Hare, London 2009

not about making a plan but about changing the culture

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