Post on 22-Dec-2015
transcript
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.
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