charettes lecture rev a
TRANSCRIPT
Angus Charette Seminar
Overview
What is a charette?
Your needs of a process like this?
Experience from elsewhere
How would we shape a charette?
Angus Charette Seminar
charetteswhat?how?why?when?
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?
Characteristics
Engagement• Locates on site• 3-5 days, workshop based• Participative & transparent• Multi disciplinary• Integrates decisionmakers
What is a charette?
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
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
CHARATERISTCIS
What is a charette?
How are charettes organised?
concepts alternatives refinement plan
public review
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
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
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
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
Effectiveness
What is it that you think a charette could help with?
Workshop 1 questionsAngus Charettes Seminar
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
charettespractice: Fiona Dickson, Gillespiesdelivery: David Thompson, Fife policy: Sandy Robinson, Scottish
Overview
What is a charette?
Your needs of a process like this?
Experience from elsewhere
How would we shape a charette?
Angus charette seminar
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..
• 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
• 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
• 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!
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?
Workshop 2 questionsAngus Charettes Seminar
Experts
To achieved the desired outcomes, what would the scope of the expert advisors be?
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