[Nick Wates] the Community Planning Handbook How (BookZZ.org)

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 Princes 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 Princes 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 communiqu, 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! Its 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. Whats 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 AZ 11

Methods AZ 23

Scenarios AZ 131

Appendices 165Useful formats 166Useful checklists 172Glossary AZ 181Publications and film AZ 203Contacts AZ 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 withpeoples 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 peoples 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 peoples 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 AZ (pp1121)to understand the basic philosophy of communityplanning;

Skim through the Methods AZ (pp23129) to get afeel for the range of options available;

Getting started

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GETTING STARTED

Scan the Scenarios AZ (pp131163) 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 AZ);

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 AZ (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

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


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 anyreal 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 MONROES 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 didnt imposetoo much on peoples 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 AZ 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 AZ 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 AZ explains commonterms. It includes limitedinformation on methods notcovered in the Methods AZand provides cross-references.

Sources of further informationare in the Publications andfilm AZ and Contacts AZ.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 methodsmain 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 peoples 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 methods 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 203208for further details

b Contact organisation.Refer to pages 209217for 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 AZWhatever 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 peoplesdifferent agendas.

Accept limitationsNo community planning activity can solve all theworlds 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 peoples 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.

JOBVACANCYProject worker

4 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. Dont 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 ownedby 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. Dont 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 peoples 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


Peoples 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 AZA 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 DA

Y

CommunityPlanning Forum

DESIGNFEST

Design Workshop

FUTURE SEAR

CH

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 anEnvironment Weekprogramme. 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 morningRefreshments 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 years 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 Centreor 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 wevehad 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 projects value to the community forwhich it is designed.

5 Community involvementThe quality of community involvement inthe projects 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 Peoples 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: Facilitators 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 peoples selections.

Can be used as a way of generally finding out peoples 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 groups

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 childrens bedroom/play area 662b Large childrens bedroom 62c Small childrens 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

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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 womens group?

Do you want to Clear up an eyesore? Build a community hall? Build a womens 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 hesavailable, hes there sevendays a week, twenty-four hoursa day to feel the vibration andpulse of the community. Thearchitects 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

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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.

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 anyreal 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 MONROES 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 didnt imposetoo much on peoples 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 peoples 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 acommunitys 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 i

Documents

[Nick Wates] the Community Planning Handbook How (BookZZ.org)