charettes lecture rev a
TRANSCRIPT
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Angus Charette Seminar
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Overview
What is a charette?
Your needs of a process like this?
Experience from elsewhere
How would we shape a charette?
Angus Charette Seminar
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charetteswhat?how?why?when?
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a method of making decisions with people by design…..i.e. it is not an end in itself and is only one choice of engagement“
What is a charette?
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Characteristics
Engagement• Locates on site• 3-5 days, workshop based• Participative & transparent• Multi disciplinary• Integrates decisionmakers
What is a charette?
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What is a charette?
Characteristics
Engagement• Locates on site• 3-5 days, workshop based• Participative & transparent• Multi disciplinary• Integrates decisionmakers
Speed• Live concept development• Testing with stakeholders• Visual; lots of drawing• Process driven research• Decisions
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What is a charette?
Characteristics
Engagement• Locates on site• 3-5 days, workshop based• Participative & transparent• Multi disciplinary• Integrates decisionmakers
Speed• Live concept development• Testing with stakeholders• Visual; lots of drawing• Process driven research• Decisions
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CHARATERISTCIS
What is a charette?
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How are charettes organised?
concepts alternatives refinement plan
public review
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participation
complexity
priorities
processes
sensitivity significance strategic change
Why a charette?• complexity• desire • opportunity cost
sensitivity significance change management
participation
politics
priorities
processes
Tornagrain; 4,700 units GADF; 31,000 units Neilston; community led regeneration
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When a charette?
Need: the strategic brief
Scope: the project focusBusiness case
Investor
community
Public policy
• High variability• Unknowns• Brokering relationships• Risk/Value assessment• e.g. Neilston Charter
Possibilities: multi stakeholder
Actions: key partners
Maintenance: changing partners
Implementation
Operation
• different types, different contexts
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When a charette?
Need: the strategic brief
Scope: the project focusBusiness case
Investor
community
Public policy• High complexity• Defined areas• Managing relationships• Managing Risk/Value • e.g. GADF
Possibilities: multi stakeholder
Actions: key partners
Maintenance: changing partners
Implementation
Operation
• different types, different contexts
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When a charette?
Need: the strategic brief
Scope: the project focus
Possibilities: multi stakeholder
Actions: key partners
Maintenance: changing partners
Business case
Implementation
Operation
Investor
community
Public policy
• Change management• Quality management• Managing relationships• Investment value• e.g. Tornagrain
• different types, different contexts
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Effectiveness
What is it that you think a charette could help with?
Workshop 1 questionsAngus Charettes Seminar
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Success
What would you want the outcomes of a successful charette to look like?
Effectiveness
What is it that you think a charette could help with?
Workshop 1 questionsAngus Charettes Seminar
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charettespractice: Fiona Dickson, Gillespiesdelivery: David Thompson, Fife policy: Sandy Robinson, Scottish
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Overview
What is a charette?
Your needs of a process like this?
Experience from elsewhere
How would we shape a charette?
Angus charette seminar
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Timing Localising
Expectations Integration
• Work out right timing in each place-does it replace or augment existing processes?
• How long do people have toinvest
• Does it raise expectations?• Do public authorities need to
manage their own expectations?
• If the charette fixes on realistic issues, does it engage more people?
• Approaches to issues and partners
• Place based communities-different for each charette
• Impacts-realistic options for each place based on the issues here
• Joined up local plan and community plan
• Corporate approach by public sector but also all sectors
• What motivates participation,by who? Why do people get involved?
Workshop 1 charettes help..
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• Agreed way forward for most people that people are comfortable with, with agreed next steps
• Contentment among participants AND vision to create a satisfactory place to live and work in
• Understand why not everything can happen…awareness through participation
• Delivery designed through consensus based on needs and industry priorities to deliver
• Realistic and agreed visions which are deliverable
Workshop 1 success is..
Consensus and priorities Delivery by consensus
Participation and capacity Pragmatism
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• Scales of focus, from region to site
• Different questions at each scale engage different people
• Get the key question right; it drives the process
Presentations David Thompson
• Place based, not thematic• Diagramming checks issues
and where things are not working
• Visualising alternatives, known places
• Linking to processes eg MIR• Services, assets, place
• Engaging people; lot of work in advance
• Who leads at what scale; from region to site?
• Success is about the drive of people behind it
• Upskilling officers• Fit for place governance
structure linking officers and members
• Mainstreaming the learning
SCALES AND QUESTIONS ENGAGEMENT & LEADERSHIP
PLACE DRIVEN OPTIONS CAPACITY BUILDING
• Capacity• Authentic participation• Leading change
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• Familiaisation-what venues?• Community activation-
building relationships, local resources, local groups
• Officers and elected member briefings
• The ‘off piste’ issues• Local briefing
Presentations Fiona Dickson
• Place based, not thematic• Diagramming checks issues
and where things are not working
• Visualising alternatives, known places
• Linking to processes eg MIR• Services, assets, place
• Day 1-technical workshop, key officers. What are the key issues, constraints?
• Day 2-public event; issues and visioning
• Day 3-public event; way forward
• Day 4-team working. bring issues together, initial concepts
• Day 5-interim feedback with community
• Day 6-team working. bring in new feedback, see where the consensus is. Get the concepts developed
• Day 7-final report back.Big public event
ADVANCE WORK TYPICAL FORMAT
PLACE DRIVEN OPTIONS
• Context based briefing• Open and transparent feedback• Revolving process-stress the consultants!
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Observations:
• Context: people and place matter• Clarity: what is the strategic intent?• Client: what is the role of the end user?• Collaboration: how are people involved?• Change: it is a constant
EngagementReal time decisions?
SpeedConcentrated
resources?
priorities
Informing masterplanning process
Issues:
• Authenticity: ‘theatre’ or open process?• Status: fit statutory plans or separate?• Impact: Fast design, slow delivery?
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Workshop 2 questionsAngus Charettes Seminar
Experts
To achieved the desired outcomes, what would the scope of the expert advisors be?
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Community
How would the engagement process be best organised to reflect the Angus contexts?
Experts
To achieved the desired outcomes, what would the scope of the expert advisors be?
Workshop 2 questionsAngus Charettes Seminar