|
|
|
|
|
|
For a printable version of this information click here.
| Brief description of technique |
|
A community planning and design workshop is a collaborative
exercise between community members and planning and
design professionals to explore issues and develop strategies
for a locality/community. The workshop is undertaken
'on location' allowing for site visits and the preparation
of strategies and design 'on-site'.
The workshop is undertaken in a pressure environment
with an aim to produce plans and designs by the end
of the workshop. The workshop is facilitated by a cross-disciplinary
team, usually comprising planners and designers with
social, economic and environmental expertise.
|
| To what kinds of consultation situations
is this approach best suited? |
|
This approach is best suited to situations where there:
- is a wide range of immediate issues to be addressed,
but within the context of a long-term strategy;
- is a range of complex and related issues to be resolved;
- is a need to generate a sense of enthusiasm and
a fresh start to community involvement and action;
- are multiple interests that may exist and a need
to develop agreed strategies;
- publicity is required;
- is a need for a document that encapsulates council
and community ideas and plans for a town.
|
| How much time is generally needed? |
| A minimum of two days is needed to adequately
cover all workshop activities - this is well suited to
a weekend. Several weeks lead-time is required for promotion
and preparation. |
| How are target populations identified and
approached? |
| Community planning and design workshops
target (and rely on) whole communities to be involved.
Specific actions are required to ensure the involvement
of young people and the elderly. |
| What are the skills required? |
|
Skills in facilitating discussion and planning exercises
in both large group and small groups are needed. The
project team should have experience with a range of
facilitation techniques.
|
| What kind of information do participants
require prior to their involvement? |
| Clear information on the purpose and program
of the workshop is needed. Participants can be invited
to bring copies of historical material and any other information,
plans or documents about the town. |
| Brief outline of how the process usually
works |
|
The program for the workshop will usually include:
Day 1
- Introduction and overview
- Whole group exercise in issue identification and
assets and needs analysis.
- Visioning exercise discussing definite, probable
or preferred futures.
- Small group activities based on key issues - groups
of around six to eight people explore an issue and
provide an analysis using text, plans and maps.
- Progress report from the small working groups to
the whole group.
Day 2
- Small group activities continue. Groups develop
strategies and action plans in relation to the issue
they've analysed.
- Framework plan and actions. Project team works to
coordinate small working groups.
- Final presentation
The program should be flexible dependent on the interests
of participants, however, some rigour should be followed
to ensure that there is an outcome from the workshop.
Following the workshop some refinement of the work
may take place, however, it is sometimes best to simply
document the work 'as is' - the roughness of plans and
designs captures the creativity of the workshop.
|
| How is the process successfully concluded? |
|
The aim is to complete as much work as possible within
the workshop time and for participants to see this displayed.
Strategies and plans developed in the workshop should
be included in a final presentation.
If possible, the project team should operate in two
groups; one focused on facilitating the workshop, guiding
participants, monitoring time and ensuring work is documented
and the other group focused purely on generating ideas,
working on plans and designs and producing the 'product'
of the workshop.
|
| What level of reporting back to participants
occurs? |
|
A plan or a 'community ideas report' should be produced
and distributed within two weeks of the workshop. The
report is usually the subject of a follow-up community
forum that brings workshop participants together to
reflect on the outcomes and discuss how to progress
the strategies and actions that were developed. The
community forum is best held on a weekday evening within
four weeks of the workshop.
A community planning and design workshop creates enthusiasm
and expectations. It is important that some resources
are allocated to enable at least one idea/project from
the workshop to be realised shortly after the workshop.
|
| How this approach is usually evaluated? |
| At the start of the workshop, criteria for a
successful workshop and the elements of an effective plan
are discussed and documented. This criteria should be
referred to in an evaluation form or discussion at the
end of the workshop. |
| Strengths |
- Participants are directly involved in the planning
and design process, improving the likelihood of strategies
being supported and implemented.
- The process instils a sense of collaboration and
can shift perceptions of indifference.
- The process encourages dialogue and can expose professionals
to issues and ideas they would not otherwise encounter.
- Short-term demands and expectations can be addressed,
while also developing long-term strategies.
|
| Weaknesses |
- If a workshop is poorly attended or poorly run the
process can be counter-productive - there is minimal
potential to run another in the medium term.
- Significant pressure is placed on the project team
to 'produce' within the short time-frame.
- Relies heavily on group facilitation skills - the
process struggles if members of the project team cannot
generate enthusiasm and activity.
- Unless the workshop is held for four days or more,
detailed strategies and designs cannot be completed.
|
| Resources Required |
|
A large workspace, such as a hall or big classroom,
is required. The venue should be centrally located,
easily accessible and visually prominent. Sufficient
space is needed for seating, workshop tables and displays.
A venue benefits from having smaller workspaces that
'breakout groups' can use.
A two-day workshop will cost approximately $4,500.
This includes:
- Materials, stationary and equipment hire
- Advertising and promotion
- Consultants* (eg: landscape architect, planner,
traffic engineer, illustrator, facilitator)
- Venue hire, catering and cleaning
- Plan printing, copying, publishing
The costs depend entirely on the size of the workshop,
the quality and detail of the plan produced and whether
consultant services are required.
*This is based on the assumption that
most of the project team will comprise council officers.
Consultant services may be needed if skill gaps exist
or if 'more hands' are needed.
|
CASE STUDY
| Council or other authority |
| Shire of Yarra Ranges |
| Name of Project |
| Case study of Seville community planning and design workshop (Charette) |
| Date of consultation |
| 29-30 June 2002 |
| Aim of consultation |
- For the community to identify and address key
issues in their locality
- To produce a community ideas report that documents
ideas and strategies for improving community well-being,
economic vitality and environmental quality
- To build community capacity for ongoing discussion
and cooperative action on township issues
|
| Consultation methods used |
| Participatory planning and design workshop
(Charette) |
| Description of consultation |
|
The Seville community planning and design workshop
was a collaborative exercise that involved council
and community coming together over a weekend to plan
the town's future. The workshop took a hands on approach
with community members directly involved in producing
plans and designs, assisted by a project team of professionals.
The workshop was held in the Seville Public Hall
in the centre of town, which enabled community and
project team members to directly discuss issues, conduct
site visits and survey and develop plans together.
Over 60 people participated in the two-day workshop
- some people attended all weekend, others chose to
drop-in for a short time. The outcomes, including
several plans and designs, were detailed in a final
presentation on the Sunday evening. A record of the
weekend's activities and the plans and designs were
documented in a community ideas report.
The program for the workshop included:
Day 1
- Introduction and overview
- Whole group exercise in issue identification and
assets/needs analysis
- Visioning exercise discussing definite, probable
or preferred futures
- Small group activities based on key issues - groups
of six to eight people explored an issue and gave
an analysis using text, plans and maps
- Progress report from the small working groups
to the whole group
Day 2
- Small group activities continued
- Framework plan and actions
- Final presentation
The issues identified by the community included:
- poor township presentation
- attractive environmental and rural setting
- drab buildings
- valued community facilities and services
- poor pedestrian networks
- good sense of community
- traffic and parking problems
The workshop was fast-paced with activities that
involved everyone and generated maximum ideas and
enthusiasm. Plans and designs were displayed for discussion
and comment as soon as they were produced.
Direct involvement of the community in exploring
issues and developing strategies increased the likelihood
of success. The approach meant workshop participants
actually set the agenda. Another benefit was immediate
feedback on plans and strategies because community
members worked alongside planners and designers as
plans were written and drawn.
Strategies developed in the workshop were based on
the themes of:
- township identity
- environment
- movement and access
- business and employment
- community life
Written strategies, plans and designs were produced
under each theme. Some of these included:
- a streetscape improvement plan
- a design for a trail connecting the town centre
to the Warburton Trail
- ideas for a community link to foster information
exchange in the community
- a plan for improving car parking behind the town
centre and improving an intersection
- design guidelines for commercial buildings
- an information and marketing plan for tours of
surrounding vineyards
The project team's role was to assist community members
in their own issues analysis and strategy development.
The team comprised eight planners and designers with
experience in social planning, landscape architecture,
land use planning, economic development, environmental
management and recreation planning.
A static display provided workshop updates and an
invitation for newcomers to be involved. The display
asked people to state what they liked or disliked
about the town and suggest strategies for township
improvement.
A drawing competition was held at Seville Primary
School before the workshop. The drawings of "what
I like about Seville" provided a colourful display
and involved young people in contributing ideas for
the town. Competition winners were awarded book vouchers
at the final presentation of workshop outcomes, which
encouraged parents to attend.
Preparation for the workshop included:
- Direct mail of a promotional flier outlining the
purpose and program to all Seville households.
- Advertisements, a media release and photo opportunity
in the local paper.
- Briefings and information to key groups and individuals,
such as the Chamber of Commerce, community house
and environment groups.
- Collation of maps, plans, photos and other resource
information.
- Organisation of equipment, stationary and catering
for the workshop.
- A township sweep with relevant council officers
to scope township issues and document all council
programs, projects and works in the town.
|
| Success of the consultation |
|
The workshop was successful in involving a large
number of people in planning for the town, with many
participating throughout the two days. It enabled
key issues to be identified and project priorities
to be set in a very short time. The council knew that
further consultation would be necessary, but the workshop
gave a good sense of what the whole community wanted
done in their town.
The workshop changed some council perceptions of
which issues were priorities and clarified the community's
preference for particular projects and works. Council
was able to progress detailed planning and design
on the priority projects, knowing that they were by
an overall strategy. The workshop was relatively cost-effective
because the analysis, consultation, planning and design
stages were all rolled into one.
An evaluation questionnaire asked people to respond
on a scale from "not true" to "completely
true" to the statements:
- I felt I could take an active part in this workshop.
- I feel that the work we did was productive.
- I feel that the ideas contributed will be used
to produce improvements and greater recognition
of the strengths of our community.
- This workshop gave me new ideas and interesting
information.
Positive responses were received and many people
commented on the importance council acting on the
workshop outcomes.
|
| Other comments |
|
The community planning and design workshop was part
of the council's Township Development Program, which
is aimed at improving the shire's communication and
working relationship with township communities.
The Township Development Program seeks to involve
communities in developing sustainable solutions for
the many social, economic and environmental challenges
they face. It takes a place management approach, which
council programs and projects on a locality/community
basis. The program includes the establishment of representative
township groups, facilitated by council officers.
|
| Contact person |
|
|
To view more case studies, click
here.
|
|
|
|
|
|
|
