charettes lecture rev a

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