People Powered Places: Principles and Recommendations

PRINCIPLES AND RECOMMENDATIONS

Principles for meaningful community engagement

Our research project, People Powered Places, has supported the idea that engagement must be highly specific to the context at hand, with the community as partners at every stage of the project. In this guide, therefore, rather than proposing a fixed method to engage local people, we outline a series of core values to support more meaningful processes of community engagement, and then suggest possibilities for how they might be applied in practice.

The overarching principles listed on this page have been developed from insights gained through our research project. We see these values as central to the design process in order to move toward more genuine community participation, no matter the nature of the project or the local conditions.

1. Community engagement plays a key role in the long-term sustainability and resilience of a local area

2. Different people want and need different things from public spaces, housing, and neighbourhoods

3. Design is enriched by integrating both local and professional knowledge

4. Community engagement as a process of mutual learning

5. An genuinely open and collaborative working processes involves not arriving with a predetermined answer

6. Opportunities for community influence in local development projects should be expanded

7. It is essential to spend time to understand local perspectives and their origins

8. Every place has a unique story which should inform its future

9. Different people engage in different ways, and require varied opportunities for participation

10. Open discussions are a good place to start exploring new ideas and creative solutions to problems

Practical recommendations at every project stage

The following pages describe how the identified principles have been translated into possible practical actions, to support a more meaningful engagement process. These recommendations have been structured by the eight professional work stages defined by the RIBA, to offer guidance and clarity on when they could be implemented most effectively. At the same time, there are several important actions at every stage of a project:

Fostering inclusive engagement

• Always keep in mind that communities are diverse and therefore may have diverging needs, motivations, expectations and visions about the project, as well as the engagement process.

• Ensure that convenient, accessible, and appropriate venues are selected where different types of people will feel comfortable and welcome.

• Hold events at different times of day to suit different needs.

• Make consistent effort to involve different social and age groups.

Promoting appropriate, clear, and consistent communication

• Make efforts to foster effective communication throughout the project duration using communication channels agreed on with the community.

• Use a variety of communication tools to reach people with different needs.

• Establish a clear point of contact for the community at all stages of the project, and into the future.

• Do not use overly technical language or jargon.

• At the beginning of each stage, provide a briefing session and clearly explain what to expect.

• Hold a session to confirm the end of the work stage and agree on the next steps.

Committing to transparency and open dialogue

• Be transparent about development economics and limitations. Don’t over-promise on things which are uncertain.

• Establish a genuine openness to scrutiny. Try to dig deeper to understand the root of people’s concerns with certain ideas.

• Develop platforms or mechanisms for productive and positive conflict resolution.

Learning from engagement

• Maintain a visual and written record throughout the engagement process.

• Closely monitor the engagement process and regularly gather community feedback, on their views on the process to date.

• Assess how to adapt the approach to improve the process for the remainder of the project in order to ensure the most successful outcome and positive exchange.

Promoting educational opportunities.

• Where feasible, involve local young people through partnerships, work experience or internships to offer opportunities to develop skills.

• Use the engagement process as a way to make visible and promote pathways into the built environment profession

• Involve local schools in engagement activities

Who’s who?

RIBA Stage 0 Strategic Definition

During the first stage of the project, it is important to start thinking about the extent and nature of community engagement and participation that would be appropriate for the project.

Every context is unique, and the plan for engagement will require careful consideration at the very beginning of the process.

Drawing on an evidence base of research and practice

• Review post-occupancy evaluations of previous projects, full practice guide, documentation on the research process, toolkit of engagement methods and best practice projects.

• Communicate recommendations and principles with clients and other stakeholders, and advocate for the value of community engagement in the long-term sustainability and resilience of local areas.

• Discuss how the social value of the project can be maximised through the full extent of the planning and design process.

• Draw on the evidence base of research and practice

• Gather initial Insight into the local area

• Develop a realistic scope for engagement for the project duration

• Consider the right actor to lead engagement

Gathering initial insight into the local area

• Conduct initial research through desktop studies and visits to the local area to gain a first insight into the community.

• Work closely with the client to identify local stakeholder groups and start to identify opportunities for collaboration, as well as engagement risks.

• Draw up a stakeholder map that identifies local groups and networks that have an interest in what is happening in the area.

Developing a realistic scope for engagement for the project duration

• Carefully assess how much budget there is for engagement and consider what can realistically be achieved within these constraints.

• Advocate to the client the importance of offering high levels of transparency to local stakeholders, including fundamental finances and budgets.

• Draw up a plan for community engagement that carefully considers which stages of the project development are most critical and productive to be opened up to local people.

• Identify the likely engagement methods for each stage of the project.

• Consider whether the engagement aspirations align with the client’s visions.

Considering the right actor to lead engagement

• Assess and define the role of the practitioner in the process of engagement in the particular context at hand.

• Decide whether an independent party is required to mediate the process, whether to partner with engagement specialists, or if it is appropriate that it is carried out by the design team or client.

• Advocate for an integrated engagement process across the team (architect, planning consultant, engagement specialist, client team etc).

What’s the project?

RIBA Stage 1 Preparation and Briefing

This stage will help to uncover undocumented local information, such as uses and activities happening in the area, its history, its social networks and the role of the project site in its wider context. By listening to and talking with local people, a set of community objectives or a residents’ brief can be established, which sits alongside the client brief.

It is also crucial to develop and agree on the engagement programme and methods with stakeholders from the outset. This stage will be significant in building mutual trust with local people, and create the conditions for a successful ongoing engagement process.

Formulating a collaborative engagement plan together

• Hold workshop sessions to explain the work stages clearly to the local community.

• Hold further workshops to co-design and agree on a programme of engagement with the community and the client at every stage of the development process.

• Clearly communicate what form and extent of engagement is suggested to be most appropriate, productive or influential at different stages of the development process, including methods and tools.

• Do not impose a pre-defined engagement plan, ask what would work best for the local community

• Produce flow charts of the programme that enable local

people to easily understand their role in the project, and when and how they can input.

• Think outside the project’s red line boundary and engage with neighbouring communities.

• Where there is not already a strong existing community: - activate the space and raise awareness about the project through ‘meanwhile’ or temporary interventions and invite people from the wider

Formulate a collaborative engagement plan

• Establish clear communication channels

• Build capacity

• Map and measure social value and local issues

• Establish shared project principles

area to take ownership. - continue this incrementally as people move in to assess whether things are improving.

Establishing communication channels for the project duration

• Connect with existing network of community organisations to build relationships with key local actors who are already active in the area.

• Identify or establish a community working group, community champions, or a resident’s engagement panel to represent the interests of the wider community.

• Identify a clear point of contact for the project duration for the community if they have any queries or concerns. This could be a nominated member of the design team, or a representative of a community group or resident’s engagement panel.

• Establish with the local community which types of communication are most appropriate and effective for them (i.e. printed newsletters, emails, door-to-door visits, project website, social media)

Building capacity

• Using agreed communication channels, share information in the neighbourhood to build awareness of the project and opportunities of engagement.

• Organise training workshops to teach stakeholders about the design and masterplanning process, to empower more meaningful contributions and to build trust in the design team.

• Benchmarking visits: Take local people on a tour of already completed developments to show exemplary schemes.

Mapping and measuring social value and local issues

• Capture local knowledge: apply qualitative and quantitative methods (i.e. household surveys, focus group meetings, interviews with local people, participatory mapping, walkabouts) in order to gain comprehensive insight into local issues, histories, wider political and social sensitivities, and the needs and desires of the community.

• Conduct observational studies: at various times of the day to

understand how the spaces in the local area used, and understand explicit and implicit barriers.

• Identify and communicate social value insights to the client.

Establishing shared project principles

• Conduct intensive workshop sessions to develop and agree on a resident’s brief or set of objectives in collaboration with the local community.

• Ensure an inclusive vision for the development from the very beginning, including children and other social groups.

• Establish transparency by explaining the rationale behind strategic briefing decisions. Discuss the development economics of the project, aims and limitations.

Designing together

RIBA Stage 2 Concept Design

During concept design stage, the aim is to bring together different types of knowledge (local and professional) and social insight about a local area to enrich and inform the design and development of the project.

Suitable design criteria should be agreed with local stakeholders, against which emerging proposals will be measured. This is the key stage where the design team can most easily take on board insights achieved through the community engagement process and integrate them into the design and brief, which is vital for building trust.

• Formulate collaborative proposals and design development

Formulating collaborative proposal and design development

• Hold regular design workshop sessions throughout the work stage with the aim of formulating a series of proposal options based on the community objectives or residents’ brief and acquired local knowledge.

• Agree with local stakeholders the important aspects of the context which should inform the emerging design narrative, and conceptual materials.

• Review current housing needs assessment to develop the concept phasing and relocation strategy. Communicate pros and cons to local stakeholders.

• Provide development options, and agree the advantages and disadvantages of each option with the community, before identifying the base scheme to be progressed.

Fostering mutual education

• Continue to conduct training workshops with local people and future users to build capacity and knowledge about the project process and opportunities for influence, as well as urban design and architecture principles and community engagement tools.

• Use agreed communication channels and organise regular workshops with local people and users to disseminate information about the project progress in relation to the community objectives or residents’ brief, and invite input.

• Invite developers and clients to workshop sessions to bring them into contact with the local community in order to foster open communication and trust building between all parties in the process.

Establishing financial transparency

• Hold a workshop to share financial aims and limitations with the community. Client team should clearly articulate of how finance can be balanced and its impact, particularly in terms of design or scope of community influence.

• Communicate the results of Stage 2 cost and viability assessment to local stakeholders. Make decisions and discussions around viability issues and costs accessible to acclimatise participants to the different factors involved in the process.

• Encourage clients to the explore alternative financing options for the development to ensure the best value for the community.

• Foster clear communication and mutual education with the local community

• Establish financial transparency

Preparing for planning

RIBA Stage 3 Spatial Coordination

Throughout the spatial coordination phase, the design team will be thinking about how the insights gained from the community engagement in the previous phases can be integrated into the architectural design process, in a way that does not compromise other parameters such as construction budgets or planning regulations. Often, adjustments may become necessary or trade-offs might arise. This is also usually the stage during which a planning application is made. Therefore, it is essential to ensure transparency and clear communication with local stakeholders.

• Communicate progress and monitor engagement

• Maintain financial transparency

• Facilitate collaborative design development

Communicating progress

• Use the agreed communication channels to disseminate information about how the project is progressing and invite input.

• Provide briefing on the next steps of the planning submission process

Maintaining financial transparency

• Communicate the results of the updated Stage 3 cost and viability assessment to local stakeholders, and confirm if any scheme revisions need to be made to retain viability.

• Hold a workshop to explain and communicate the impacts of any changes and agree on potential solutions with the community.

Collaborative design development

• Hold regular workshops with local stakeholders to show how the design team is complying with the community objectives or residents’ brief. Record feedback to review and report back at subsequent workshops.

• Consider holding local design competitions for an element of the development or public art projects.

• Review any updates to the housing needs assessment to develop final phasing and relocation strategy, and communicate to local stakeholders.

• Discuss with local stakeholders how Section 106 contributions would best serve the community so the client is well informed during negotiations.

• Ensure there is community sign-off on the proposal before planning submission, and encourage and communicate opportunities for engagement during the planning approval process.

• Should the planning process give rise to any design changes, hold a session to explain them to local stakeholders and mutually agree any design solutions.

How it’s built

RIBA Stage 4 Technical Design

Post planning, the process relies more on professional knowledge to resolve the detailed aspects of the project. While this means a reduction in the scope of community input, there are still opportunities for the community to influence and engage with the detailed elements of the design.

Here also, more adjustments may become necessary or trade-offs might arise. Therefore, it is essential to maintain the transparency, dialogue, and rapport that has been established at previous stages of the project. This allows local people to understand and respond creatively to different kinds of constraints (technical, economic, etc) as they arise.

• Manage financial and technical transparency

• Advocate for local involvement

• Offer choice and flexibility

Maintaining financial and technical transparency

• Hold a session to explain different procurement routes, and their advantages and disadvantages. Clarify which one will be used for the project, and why.

• Conduct training workshops with residents and future users to build capacity and knowledge on technical aspects of the design.

• Agree with stakeholders what aspects of the project should be controlled in the tender, and which areas of design can be delegated to the contractor.

• Communicate how energy and sustainability targets are to be achieved.

• Organise a ‘Meet the Contractor’ Q&A session.

• Maintain clear communication on financial matters so that future users and the local community remain informed about the progress of the development and the impact of technical decisions (i.e. providing open source

financial spreadsheets and communicating the life cycle costs of a building through workshop sessions)

• Organise a session to sign off the technical design and clearly explain what happens when it is handed over to manufacturing and construction.

Advocating for local involvement

• Agree with client and community what social value ambitions will be included within the tender, regarding the employment of local labour.

• Encourage training programmes for local people to be involved in the manufacturing and construction stage.

• Propose the selection of local suppliers and manufacturers, where feasible

Offering choice and flexibility

• Benchmarking visits: Take local people on a tour of already completed developments or previous phases of the project in order for them to get a feel for and visualise their influence on design.

• Where feasible, allow for future flexibility within buildings and infrastructure through customisable materials and layouts.

• Where future residents are already known: - On client agreement, offer choice of finishes to residents as far as is feasible and show material samples. This might include choice of flooring, wall colours, internal layouts, kitchens, and other materials and design elements, as well as sustainability options.

Time to build

RIBA Stage 5 Manufacturing and Construction

During the manufacturing and construction stage, there is often less opportunity to integrate outside input into the process. At the same time, it is crucial to sustain the momentum of community engagement processes over the full length of the project phases, and that local people remain informed and involved.

• Involve local people

• Support community building

Involving local people

• Where possible, use local suppliers and manufacturers, and recommend employing local people during the construction of the development, or pair young people with industries through apprenticeships.

• Take local people on tours of the site while under construction so that they can observe and gain visibility on the project’s progress, and consider visits to other sites under construction by the same contractor.

• On housing projects, where future residents are already known: - Invite residents to see their own home under construction, where applicable.

Supporting community building

• Use established communication mechanisms to inform people in the local area of construction works in advance, and keep future users well informed about the progress of the development.

• Consider organising events to mark the start of construction, and build local pride and trust between parties.

• Where future residents are already known: - Organise ‘meet the neighbours’ sessions so that future residents can start community building in advance.

Opening time

Stage 6

At handover, it is important to consider how the social value of the project can be supported in the long term, after the project is complete. This means it is essential that future users understand how best to use the new development, and also have a clear channel for communicating for feedback thereafter.

• Establish feedback mechanisms for the future

• Brief and build capacity

Establishing feedback mechanisms for the future

• Identify a clear point of contact for users if they have any queries after the handover. This could be a nominated member of the design team, or a representative of a community group or resident’s engagement panel set up in previous project stages.

• Organise question and answer sessions to give users a forum to voice their feedback and questions to the design team.

Briefing and building capacity

• Organise training workshops, briefing and info sessions with users to build capacity and explain how to use the new development.

• Distribute information packs using agreed communication channels.

• On housing projects: - Provide operational manuals and/or instruction booklets to residents so they are fully brief on how to use the systems in their homes (e.g. bin stores and collection, fob entries, sustainable use of new appliances)

How’s it going?

RIBA Stage 7 Use

The final stage returns to a process of fact finding, listening, and social value mapping, in order to understand how well the project performs for the community and to what extent it delivers the quality of environment that was envisioned during the brief development stage. This feedback is crucial to inform how to continually improve future projects’ contributions to local communities, taking these insights back on board into Stage 0 of similar future projects.

Furthermore, it builds up an evidence base of successful tools and approaches that helps to communicate the benefits and performance of the project and its contribution to positive change in a local area to a wide variety of stakeholders, from residents to private developers.

• Gather feedback from users

Post occupancy evaluation

• User feedback: Apply a combination of methods (i.e. household surveys, focus group meetings, walkabouts, user interviews) in order to gain comprehensive feedback from users on how well the project performs for them.

• Conduct observational mapping at various times of the day to get an insight into how the spaces in the new development are being used by members of the community, and compare with the situation before the development took place.

• Organise a session to gain feedback from users on the engagement process and think about how the process might be adapted or improved for future projects.

• Consider conducting these evaluations at different time scales; at around one year gives a fresher perspective, while another taken around five years can offer a more informed view.

• On housing projects: - Life cycle monitoring: Conduct an assessment of energy consumption, waste levels, and water usage and associated costs for residents.