Page 1

Strategic briefing for a changing era

Joost Beunderman, 03 October 2012


Strategic briefing for a changing era

Joost Beunderman, 03 October 2012


Do built environment professionals have a fiduciary duty?

“An individual in whom another has placed the utmost trust and confidence to manage and protect property or money. The relationship wherein one person has an obligation to act for another's benefit.�


Answering this question positively‌

‌has made a Birmingham housing association create an investment fund to support start-up ventures of young people


Answering this question positively‌

"A relevant environmental health agenda for the 21st century is as much about the creation of places which engender good physical and mental health, as it is about protection from hazards." Annual Report of the Chief Medical Officer Scotland, 2006.


Answering this question positively‌


So this begs the question(s)…

•  What is the object of urban planning and other built environment professionals. What are its objectives? •  How can place-making or place-shaping include a wide range of tactics for a wide range of objectives? •  How to accommodate a range of pressures? •  What is the nature of the problems we are addressing?


How does context matter?


How does context matter?

“…the planning system should produce homes and jobs, as well as protecting green spaces…”


[ example 1: Town centre revitalisation, London ]


The changing face of retail The store of the future: the new role of the store in a multichannel environment

Retail thought leadership series

[ example 1: Town centre revitalisation, London ]


The changing face of retail The store of the future: the new role of the store in a multichannel environment

Retail thought leadership series

Granny’s Finest

[ example 1: Town centre revitalisation, London ]


Sidcup High Street Revival Programme 2012 (Part 2)

The Brief “…a business and financial model and design services for up to 10 retail incubation units, for sign-off December 2012”

Business Start-up and High Street Diversification

Invitation and instructions to tender.

Our response “…a horizon scanning and local asset mapping approach to explore what ‘re-inventing the corner shop’ can mean in Sidcup…”

Strategic Planning & Regeneration Department Regeneration Delivery & Economic Development Section London Borough of Bexley. August 2012

[ example 1: Town centre revitalisation, London ] 1


[ example 1: Town centre revitalisation, London ]


[ example 1: Town centre revitalisation, London ]


[ example 2: DIY Streets ]


[ example 2: DIY Streets ]


CHANGEMAKERS Places and institutions that attract new ideas, people, money and partnerships.

AREA-WIDE CULTURE A permissive corridor culture and strong local identity: ‘Made on Seven Sisters Road’.

LOCAL MULTIPLIERS Strategies to grow skills, employment and businesses within the corridor.

TARGETED INFRASTRUCTURE Long-term social investment in energy, waste, schools, parks, wifi and other shared amenities.

COMBINED STRATEGY FOR CHANGE

ES

[ example 2: DIY Streets ]


t端bingen user-led housing t a self- commissioned neighbourhood

A semi-private courtyard in the French Quarter, T端bingen

[ example 3: collective commissioned housing ]


tübingen user-led housing t a self- commissioned neighbourhood

The issue •  An area of low market demand •  A desire for diversity in fabric, activities, tenure and houusing types

The response •  Market creation: assembling & subdividing the site •  Open-ended masterplan •  Site awarding criteria •  Preferential right of purchase •  Practical support to Baugruppen •  Engaging the mortgage sector

A semi-private courtyard in the French Quarter, Tübingen

[ example 3: collective commissioned housing ]


PIONEER GLOBAL LEADER KNOWLEGABLE SMART & TOUGH ENERGETICA PLACEMAKING PLANNING ADVICE VERSION 1.4 APRIL 2011

[ example 4: placemaking for innovation ]


PIONEER GLOBAL LEADER KNOWLEGABLE SMART & TOUGH ENERGETICA PLACEMAKING PLANNING ADVICE VERSION 1.4 APRIL 2011

The issue •  Design guidance to underpin a regional economic strategy •  Aesthetic character of the area

[ example 4: placemaking for innovation ]

The response •  What underpins growth? •  Performative criteria of the built environment •  Meeting places & quality of outdoor environment •  Co-location of facilities •  Integrated workspaces •  A wide range of business spaces •  Ownership & innovation through co-creation


Recycle point > Attractive collection scheme & reward points + includes composting for allotments

Digital Noticeboard > Local information including weather reports, energy use, recycling figures & transport updates

01 /

SOCIAL CONDENSER

01.01 / LOCAL SERVICE HUB

Shared Surface > Carpark becomes public square, porous paving allows easy drainage

Mobile Library > Touring library docks to edge of public square

Car Club > Onlinebookable electrically powered vehicle

Smart Public Transport > Networked infrastructure with digital timetable & up-to-date information

Pub & Hub > Community resource / workspace Converted existing building or New Build with WIFI across square

Solar Energy > Solar Thermal collectors and possibility for photovotaics

Social Enterprise > semi-commercial market gardening opportunities - self funding and able to deliver extension services into the community to help groups & individuals get into food growing

Cycle Parking > Secure and up-front, linked to green-ways to encourage use

Drainage > Sustainable Urban drainage via local pond

Digital Kiosk > Communityrun small scale local produce eg. Bread, meats, cheese

Green Right of Way > Energetica Places embedded into the surrounding landscape

Shared Allotments & Greenhouse > Encourage community participation and generate local produce

Playscape > Play areas integrated into public space to encourage informal exchange & physical activity across ages

Energetica Super Highway > Universal 20mph speed limit in town to encourage public transport and bicycle use & increase safety for pedestrians, inproving conditions for social exchange

[ example 4: placemaking for innovation ]


[ example 4: placemaking for innovation ]


Scenario planning – a disciplined examination of what might happen – in a situation where it is not yet clear what the problem is. “A superficial understanding of what the problem is leads to superficial scenarios of what might happen and to superficial understandings about change.”

Based on acknowledging that elements of the status quo may be “not just unfortunate but unacceptable” Bring in a wide range of stakeholders and accept that the process is not predictable not controllable but emergent


So what are the local challenges and wants? What are your personal challenges and wants? How do they inform briefing in the full awareness of our fiduciary duty?


joost@research00.net

Joost Beunderman 00:/ architecture - Design Skills Symposium 2012  

A presentation delivered as part of the A+DS Design Skills Symposium 2012 on strategic briefing for a changing era.

Read more
Read more
Similar to
Popular now
Just for you