Devising and Delivering Masterplanning at Neighbourhood

Level: Some Lessons from the NDC Programme

Rose Ardron

Elaine Batty

Introduction The Report Methodology What is a Masterplan The role and added value of NDC Lessons Issues for discussion

The report

The report seeks to: identify some of the practical dilemmas that have

arisen for some NDCs involved in masterplanning, how they have been tackled

The report is not a fully fledged evaluation of masterplanning a good practice guide

The Report identifies some of the main issues and key learning points for NDCs and other neighbourhood practitioners from their involvement in masterplanning

Methodology Four Case studies: Bristol, Lewisham,

Plymouth, Salford Most of the NDCs were at the earlier stages

in the process, or only part way through implementation. There is thus relatively little experience to draw on about delivery, or the ways of monitoring impact.

Stages of masterplanning Preparation

Design

Implementation

The role of NDC Partnerships in masterplanning

Consultation and communication Partnership formation and maintenance Champion social and economic aspects Guardian of the vision

Throughout each stages of masterplanning, an NDC partnership should ensure that four cross-cutting themes are at the centre of the process

Changing roles of NDC in masterplanning

Leadership

Continuity – ongoing dialogue

throughout the

process

Partnership building

Translation between

community and

consultants

Brokering

Acting at the

interfaceBuilding

trustInfluencing

Champion local voice

Advocate

Managing contradictions

Information sharing

Negotiation

The added value of NDC's to masterplanning

Local leadership

Integrating with wider

regeneration context

Linking the physical to the economic and

social AlignmentLinks

Relationships

Thinking commercially

Affordability;Mixed

Communities

Mobility escalator – keep people in the area

Share learning and disseminate

good practice

NDC – local community at the heart of

the plan

Aspects of the NDC role Work with the community Partnership working Working with the private sector Succession planning Comprehensive scope Sharing learning and good practice

If we knew then what we know now………. Build in development time at the start of a

programme to undertake an inclusive planning process

Spatial awareness is required at the outset as its belated introduction may cause other plans to be revised or abandoned if they do not harmonise with the overall framework

There needs to be a balance between detailed planning and strategic overview

The process needs to have expertise and leadership around the twin functions of masterplanning and community development

If we knew then what we know now………. NDCs and partners need to take on board the

economic and financial realities of masterplanning and work with developers and the private sector, acknowledging that commercial logics will play a part in their assessments

The masterplan must be embedded in the local planning arrangements and local development framework

It is important to think about wider benefits and linkages outside the NDC area and to ensure that the connectivities of different interventions are given due attention

Issues for discussion Integrate residents’ immediate concerns with long

term spatial planning Balance timescales between meaningful community

consultation and stakeholders’ priorities Promote a proactive approach to change Build and maintain widespread support over a

number of years Work across boundaries to engage in the planning

context Ensure local benefit and maximise sustainability