Seminar 6: Implementation
General notes on content and approach
Seminar 6 focuses on how to implement urban design initiatives. It demonstrates that successful design outcomes demand an integrated approach to all the issues introduced in the preceding seminars.
The seminar will be based on one or more case studies which depict best practice, preferably in a New Zealand context. The presenter (or presenters) should have direct experience and detailed knowledge of all aspects of the case studies. Emphasis should be given to the roles which different professions can play in achieving good urban design.
This seminar should be run as an interactive discussion. One or more presenters will facilitate. However, there should be a minimum of formal delivery, and contributions from all participants should be encouraged.
The format and content of Seminar 6 are inherently less predictable that those of other seminars. For this reason, this outline has a more general character.
6.1 Professional roles in urban design
Questions about the contribution each profession make to urban design
- What are the core values of each profession?
- What are the key responsibilities with respect to urban design?
- What incentives are there to meet these responsibilities?
- What impediments are there? How can these be overcome?
- How should this professional be accommodated within the project team?
- How might power and influence differ from project to project?
- What can be done to shift the power?
Refer to ‘Powergram’ for urban design, for possible use as an illustration
Possible seminar illustration: ‘Powergram’ for urban design
This linear responsibility chart presents a generalised view, and might be used as a vehicle to provoke questioning, and generate debate and discussion on roles and responsibilities.
6.2 Organisation
With reference to best practice precedents and case studies:
How were participants and processes organised and why?
- Organising public
agencies so as to achieve better urban design outcomes
- Achieving collaboration between the parts of an agency
- Political context - what makes an effective design champion?
- Organising private sector participants
6.3 Developer intentions and economic feasibility
With reference to best practice project precedents and case studies:
- Financial factors which support good design
- Short-term versus long-term returns
- Life-cycle costing
- Development motivations
6.4 Political feasibility & public participation in design
With reference to best practice project precedents and case studies:
- Political processes and influence and their relation to achieving good urban design outcomes
- Representing the public interest
- Role of the public
- Contributing information – local knowledge
- Client role – giving feedback
- Generating community ownership and support for projects
- How to integrate successful public participation into project processes.
6.5 Closing observations
What are the lessons from these cases on how to achieve successful outcomes?
Case studies might refer to:
- Implications of statutory and non-statutory approaches and leverage to ensure good private sector design outcomes
- Success depends on engaging the right capability and mix of skills through organizations and project teams
- Implications of extended delivery time frames
