Charettes lecture rev a
- 2. Overview What is a charette? Your needs of a process like this? Experience from elsewhere How would we shape a charette? Angus Charette Seminar
- 4. 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?
- 5. Characteristics Engagement • Locates on site • 3-5 days, workshop based • Participative & transparent • Multi disciplinary • Integrates decisionmakers What is a charette?
- 6. 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
- 7. 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
- 8. CHARATERISTCIS What is a charette?
- 9. How are charettes organised? concepts alternatives refinement plan public review
- 10. 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
- 11. When a charette? Need: the strategic brief Scope: the project focus Business 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
- 12. When a charette? Need: the strategic brief Scope: the project focus Business 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
- 13. 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
- 14. Effectiveness What is it that you think a charette could help with? Workshop 1 questions Angus Charettes Seminar
- 15. 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 questions Angus Charettes Seminar
- 16. charettespractice: Fiona Dickson, Gillespies delivery: David Thompson, Fife policy: Sandy Robinson, Scottish
- 17. Overview What is a charette? Your needs of a process like this? Experience from elsewhere How would we shape a charette? Angus charette seminar
- 18. 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..
- 19. • 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
- 20. • 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
- 21. • 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!
- 22. 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 Engagement Real time decisions? Speed Concentrated resources? priorities Informing masterplanning process Issues: • Authenticity: ‘theatre’ or open process? • Status: fit statutory plans or separate? • Impact: Fast design, slow delivery?
- 23. Workshop 2 questions Angus Charettes Seminar Experts To achieved the desired outcomes, what would the scope of the expert advisors be?
- 24. 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 questions Angus Charettes Seminar