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Home My WebLink AboutCharrettesI I I t I I I j ; . ' H\;: ~ I THE HEART OF BUSINESS THE CHARRETTE PROCESS Tools and Techniques for Planning The top slice is for Start Up. The bottom slice is for Wrap Up. Create an Agenda "sandwich" ....... J, An Agenda Is a roadmap from which we can consciously detour. Are you surprised that we have waited so long to create our agenda? When we created our Desired Outcomes, we decided where we wanted to go In our meeting. With our Agenda, we will diagram how to getthere. In a thorough agenda, there are four columns of information. These four columns include the following information: 1) Time frames 2) Topics to cover (Desired Outcomes) 3) Process or activities to use In covering the topics 4) Person(s) who will take roles for each topic or activity. Key Points: • Desired Outcomes are the primary Inputs of an Agenda •Other variables that affect the Agenda's design are time, context, and type of meeting. •Send out a rough draft for feedback. Send a suggested agenda out earty to participants •Agendas are created after desired outcomes are created, and always are designed to accomplish the desired outcomes; it's a roap map. •During start ups, review agenda fordarltyand revise ifneeded •Ask for agreement and buy-in to the agenda as revised before proceeding •Deviations from the agenda can be made consciously with the agreement of the members RECIPE: I' II have an Agenda Sandwich, please, Top Slice of Bread •Start-Ups, Sandwich Filling Content/Topics/Desired Outcomes and the Bottom Slice of Bread •Wrap-Ups Never serve an Open-Face agenda 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 30 I I I I .e 11~ cu THE HEART OF BUSINESS THE CHARRETTE PROCESS Tools and Techniques for Planning an Agenda is created from and linked to your Desired Outcomes Desired Outcomes and Agenda ______________________ (title of meeting) ______________________ (date, time, length) ______________________ (location) ______________________ (leader's name, sponsor) Desired Outcomes: By the end of this meeting, we will have, (in sequence to be covered) • • • • Agenda: (remember to schedule breaks and lunch) START TOPIC PROCESS PERSON TIME (relates to Desired (How to reach Desired (who & how) Outcome) Outcome) START-UP: • Present or Propose • Desired Outcomes •Clarify ·Agenda •Discuss •Roles •Edit • Action Items • Check for Agreement • Ground Rules (repeat as needed for • Decision Making Topics) ·Other: • • WRAP-UP: •Propose . Group Memory •Clarify . Next Steps ·Discuss . Date for Meeting • Check for Agreement . List of Draft DO's . Action Items • Plus/Delta . Evaluation 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 31 I I I I THE HEART OF BUSINESS THE CHARRETTE PROCESS Planning a Meeting EXERCISE: The purpose of this exercise is to practice using the components of planning a meeting to increase your understanding and confidence in meeting facilitation. DIRECTIONS: You have 45 minutes for this exercise. 1 . Divide into pairs. 2. There are two roles in this exercise. One of you should be the content person who has a REAL meeting to plan. The second person will act as process coach and NEUTRAL FACILITATOR to the first (advisory role here). 3. For a REAL meeting, explore and decide on each of the meeting components listed above. 4. Prepare to report back to the larger group on key learning and on your actual work product. Be prepared to present all parts of your Agenda and defend your Times, Topics, Process, and People. The Trainers may provide more specific directions for this exercise. Use the list of meeting planning components on page 20. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 32 I I I I I ....... THE HEART OF BUSINESS THE CHARRETTE PROCESS How To Run An Effective Meeting HOW TO SUCCESSFULLY START A MEETING The second phase in the process of running an effective meeting is to START. The purpose of this step is to getthe meeting off to the right start--with a shared understanding of what will happen, and agreed on focus. In other words, START has everything to do with orientation, readiness, and "being on the same page." START UP is so important that we always provide a separate section of the agenda just for START-UPS. In this step we cover several items every time, no matter what, even if in an abbreviated form: •Welcomes/Introductions •Warm-Ups/Check-Ins •Desired Outcomes •Agenda review •Roles and Responsibilities •Decision Making •Ground Rules •Action Items 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 33 I I I c 1 t:: I s iluh.:: '.. . .. . r Ii\:. }' ) \'-I i THE HEART OF BUSINESS THECHARRETTEPROCESS How To Run An Effective Meeting ManythingscanhappenDURINGameeting. DURING a meeting the team works to reach its goals or Desired Outcomes. This is where the team makes dedsions, generates ideas, agrees, receives information and learns from one another, plans, debates, dialogues, categorizes and so on. DURING the meeting the facilitator has one overarching concern --to keep the meeting on track, that is, to keep the team in the same place on the agenda - -working on the same task, at the same time and in the same manner. The facilitator and team have many options for the process and tools that they use. The third column of the agenda, "Process," identifies how the team will proceed in reaching its Desired Outcomes. DURING the meeting the facilitator relies on this "Process" column of the Agenda for advice and grounding. For each of the verbs used in the process column, there are several options for tools and strategies to help decide more spedfically how to proceed. DURING the meeting, the facilitator also assures that members are included, listened to, respected and that Ground Rules are adhered to. There are many types of meetings and a variety of purposes, The commonality of all meetings is that you start in one place and you wantto getto another place, and through the process of your agenda, you will reach your Desired Outcomes. Remember that the tools you use DURING a meeting are dictated largely by the purpose of your meeting and your Desired 0 u tco mes. If the purpose of your meeting is information gathering, you may want to use Brainstorming. If the purpose is discussion and exploration for group learning, you may want to employ the tools of Dialogue or Structured Discussion. If the team is to prioritize a list and decide on its number one choice, then Affinity Diagramming or Rank Ordering may serve this need. 321 SW 4th Avenue, Suite 201 , Portland, OR (503) 226 2858 sara@healthysystems.net 34 I I I I Ii THE HEART OF BUSINESS THE CHARRETTE PROCESS What is the facilitator doing? DURING The Meeting Remember that the role of the facilitator can be summarized into three categories: Process, Outcomes, People Process: Focus on the third column -action words Keeping everyone in the same step and oriented Providing tools and options Clarifying constraints Navigating Outcomes: Gaining Understandings Reaching agreements Staying focused Desired Outcomes Keeping others focused on Desired Outcomes People: Involving Listening Preventing conflict, respecting diverse viewpoints and needs 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 35 I I I I I I ..i \ I I I THE HEART OF BUSINESS THE CHARRETTE PROCESS Verbs --actions the group takes together • Present • Reflect •List •Clarify • Synthesize • Prioritize •Discuss •Propose •Agree •Check for understanding •Close In on Agenda, you must specify what process you will use to arrive at your Desired Outcomes. The process words are ACTION VERBS such as Discuss, Brainstorm, Clarify, Agree, Edit, Read, Present, Propose. For each of these ACTION VERBS, the facilitator identifies a tool or technique to use. For example, when you use the word CLARIFY in your agenda, one option is to ask for any questions related to the materials presented. The presenter would then answer or clarify any confusion. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 36 I I I I I • ii t:u~IG c l THE HEART OF BUSINESS THECHARRETTEPROCESS Open, Close In, Close Out One unifying principle for the faciUtator is "Open, Close in and Close Out." The principle assumes that for any topic or desired outcome to be reached, the topic must go through these three phases. It must be opened. After opening to some limit, the group can begin closing in on the topic. At some strategic point, the topic may be closed out. This principle helps orient the facilitator and the group to where it is in the process and assists in setting expectations and in keeping the group in the same "space" at the same time. All meeting activities and tools fit into one of these three phases. EXERCISE: Open: Close In: Close Out 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 37 I .. [ ,- 1 I •) '-1 ·-l. ~I THE HEART OF BUSINESS THE CHARRETTE PROCESS Opening & Closing the Agenda Gates Time Topic Process Person •Prffenl •lr'ail'lllorm •Oorfy ........ •Check fer understondinQ .,.. ...... , •Clo..., .,..lcriUJ:• ........ •Check fer OQrMment ......... o(la..., •DIM:u• ... _ •Decide by Vote Look closely at the third column of our agenda. The third column lists the action words or Verbs that the facilitator has chosen to reach the Desired Outcomes. If you look left to right across an agenda, you see that for any given Topic (or Desired Outcome) there is a process to use to complete the topic. Completion means reaching the Desired Outcome. Therefore, the LAST action word for any given Topic, essentially asks, "Have we reached our Desired Outcome?" If the Desired Outcome is stated as an understanding, then we Check for Understanding. If the Desired Outcome is an agreement, then we Check for Agreement. If we decide by voting, then the last action is to vote. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 38 I I I .. i l t Hi y I •~ I .... ii I it' h_ THE HEART OF BUSINESS THE CHARRETTE PROCESS First Understanding, then Agreements First Understanding and then agreement is a principle offaciUtation that appreciates, particularly in consensus-drive, collaborative meetings, the desire to understand and be informed, before agreements can be reached. People want to know. They want to express themselves. Exploration and learning are slower and often less comfortable processes to utilize, but they lay the foundation for stronger, more effective decisions by committed participants. You can think of your role as a facilitating Understanding and Agreement. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 39 L" ,y_, ·t...1-a cu 1u t=.-i1 stitute THE HEART OF BUSINESS THE CHARRETTE PROCESS Tools to Get Agreements •The Process of Proposing • Exceptional Only • Minimum Agreements •Both/And • Interests, not positions • What's it gonna take? The process of proposing: 1 Call fora proposal, 2 Clarify, 3 Discuss, 4 Check for agreement 5 Repeat as needed until agreement. Exceptions Only and getting Minimum Agreements are two techniques thatyou can use in teamwork when 1) time is short 2) there may be some opportunity for quick agreements on parts and protracted discussion in other areas of the decision, and 3) where incremental improvements are acceptable and meetings are on going. Exceptions 0 n ly is a group decision-making technique designed to focus ONLY on areas of disagreement that people have with an issue or dedsion. It assumes agreement on all other items. Minimum Agreement, is a teclvlique used when it is clear that certain parts of an idea or option are not agreed upon by all members. Minimum Agreement, as its name implies, identifies those areas of agreement, and starts from those areas, leaving the not-agreed-upon items perhaps to another meeting or with some other action taken to resolve the disagreements. Minimum Agreement assumes that a team is working by consensus --that is, continuing to discuss until all members are in generally agreement with the proposed decision(s). Both/ And We too often assume conflict and therefore think in polarized, either-or ways. It's a mind.,.set. The Tool, Both-And is a paradigm shift for that mind-set. It helps to move a ''stuck" group or individual toward consensus. "Is there a way we can get a BOTH/ AND here?" R,,. k, =-T &,;\ i..1~~ 0....-f JN ~~ ~ Jf.r~ ~ u"""'"'" r-J 4 c..,,""''"hJ (I-<'-1-<. _ r;i...\ 0 ,J..J-"'"" .i kJ~ k ¥f '"';! n ~ k. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 40 ,... , .. ' ' ..,) <et. t.. i., i ut\._ THE HEART OF BUSINESS THE CHARRETTE PROCESS Use your meeting architecture This principle of facilitation recognizes the need to stay oriented as you move through the process. In the midst of high pressure and high emotions, the group can become confused and frustrated. The same condition can befall the facilitator as well! Rely on and refer to: •theagenda •The desired outcomes •The time/clock •Flip chart pages •Recent agreements •The room set up •Room temperature •Breaks and snacks •Your decision making method •Your roles •Your ground rules 321 SW 4th Avenue, Suite 201 , Portland, OR (503) 226 2858 sara@healthysystems.net 41 ' } \ ins 'ilu t- THE HEART OF BUSINESS THE CHARRETTE PROCESS EXERCISE: The Facilitator's Place in the Meeting In The Gap ... Is there Tension or Creative Energy? 1. What do you expect from a fociUtotor? 2. What might/do others assume about the role of a facilitator? 3. What ore the expected consequences or results of effective facilitation? of ineffective facilitation? 4.Whot does fociUtotion "feel" like? EXERCISE: Rubber Bond Exercise. Your instructor will provide diredions for this exercise. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 42 I I I I I u THE HEART OF BUSINESS easaae I sti u e THE CHARRETTE PROCESS Alligator Wrestling Dealing with Difficult People &Strategic Situations ..... I EXERCISE #1 Alligator Wrestling I I Inevitably, there will be difficult situations which we often personify as Difficult People. In truth, we create our own difficult people much of the time. The first step in dealing with these "alligators" is to relax and get centered in yourself. The second step is to respect your "adversary" as having legitimate concerns or behaviors. Let's play a game. We'll call out and identify some of our classically difficult people and discuss and role play options for turning them into allies rather than adversaries. · EXERCISE #2 What If Scenarios Some difficult situations cannot be attributed to a person or stakeholder group. There are those strategic moments where the dynamics of the meeting and project want to spin out of control, or where the confusion and general frustration is such that the best way to proceed is not obvious to you as the facilitator and supposed expert. What do you do then? Let's list our What If scenarios, discuss them and come up with options and solutions. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 43 I I I I cu IUt I I ii t.. THE HEART OF BUSINESS THE CHARRETTE PROCESS How To Run An Effective Meeting HOW TO END A MEETING: Nowlefsreviewhowtowrapupameeting. Regardless of other closings, you will always want to cover a few standard topics in a meeting Wrap-Up: • Review and reffed on what you have accomplished. This may simply be a review of the group memory. • Discuss next steps for the team or project. This will drive meting dates and desired outcomes. • Set the date for your next meeting and ask the attendees (if appropriate) what the desired outcomes should be ('What do we need to do next time? What can we accomplish?") Remember to ask how long the meeting is to last. Then you can better gauge the amount and nature of desired outcomes. Getting a rough draft of the group's ideas for what needs to be accomplished at the next meeting (desired outcomes) is critical to good plaming. • Review the items in the Parking Lot (BIN) to see if a) there are any immediate issues to go onto the Action Items list, b) answer any quick, easy questions, c) review longer term items (or broader items) that may be future desired outcomes, or d) things that may need routing to other people, teams, etc. • Create a list of Action Items (shorter term things to do before you next meet). • Perform a brief evaluation of the meeting asking simply, "what went well?" and ''What upgrades are needed?" • When you have completed these steps and all business for the team is complete, it is advisable to end the meeting crisply. People will appreciate your signal that the meeting has ended. Then people am continue to talk informally if they like or they may leave. • Get assistance in deaning up the meeting space. Unless you are instructed otherwise, leave it as you found it. 321 SW 4th Avenue, Suite 201 , Portland, OR (503) 226 2858 sara@healthysystems.net 44 I I I I I I I I I•.~ .. .,.(-_·-"!'• ,-e Hii 'j \ 11 · .:>t: !:>I -I l!:i I t THE HEART OF BUSINESS THE CHARRETTE PROCESS How To Run An Effective Meeting II WHAT TO DO AFTER AMEETING: After eadl meeting, there are two basic actions: 1. Prepare the group memory. 2. Follow up on action items. The Group Memory is often called the minutes of the meeting, but group memory is generally recorded on large flip chart paper for a shared view of the meeting history and agreements. It is possible to have a computer in each meeting and an in-putter simply recorcing. Thereare issues of trust and accuracy no matter how you create a group memory. Thir* strategically about this, and get the group's agreement on how the group memory will be aeated, recorded and approved/reviewed. Following up on adion items can take many forms, from phone calls to no action at all. The purpose of following up to see that actions is taken is for accountability,as a service to members, and to assure that the next meeting will have the needed information and prerequisite actions taken. TIP: Between meetings, think like a facilitator, applying what we have covered about stakeholders, decision making, roles, recording and your responsibilities of People, Process and Outcome. The more you think and behave like a facilitator outside of meetings, the better your meetings will be. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 45 LA CHARRETTE Appendix I I I I NEW URBAN NEWS The charrette prores~ ar1 agent ior change A veteran leader of new urbanist design charrettes shares secrets to successful planning events. BILL LENNERTZ I The term charrette is being used these days to describe anything from a fifteen minute presentation to a week-long, 14-hour-a-day design marathon. A charrette is not as simple as getting everyone around a map and hand- ing out pens. A real charrette brings about real change - change to a plan, change in people's understanding of a problem, and even political change. A charrette is a rigorous and inclusive planning process undertaken by an inter- disciplinary design team over a brief time period. The term charrette is derived from a French word meaning "little cart." At the Ecole des Beaux Arts in Paris dur- ing the 19th century, proctors circulated with carts to collect final drawings, and students would jump on the char- rette and frantically put finishing touches on their drawings. This intense burst of activity is similar to the environment of the charrette process. people are more likely to contribute their unique tal ents cine' \·jpwrinintc fn· tlw hP ttPrnl''ll ' n' thr •rOJP!: Loe;--~ ciuzen~, oil1ocib, anc. cipprovaJ board representatives meet and work with the design team throughout the char- rette to create a plan which incorporates their concerns. The charrette process gives the plan mutual authorship and a vision shared by all participants. This is especially important for those who will officially review the plan for a public agency or body. Having contributed to it, they are in a position both to understand and to support its ration- ale. This approach is initially more work, but, in the long run, it will save time in rework and most certainly produce a higher quality product with a greater chance of implementation. Work concurrently and cross-functionally. All design work must be done concurrently by a team that usually includes architects, planners, engineers, economists, market experts, staff, and citizens, incorporating user input, so that decisions are realistic every step of the way. Work in Short The result of the mod- em charrette is not just momentary, but pro- found change. After a charrette, people have been heard to say: "I The design team gathers field research early in the charrette. Feedback Loops. A feedback loop happens when a design is proposed, reviewed, changed, and repre- sented for further review. The shorter this cycle, the greater the level of influence and buy-in by the reviewing parties. In conventional planning processes, the design team presents plans to the community and input is gathered through surveys or discussion groups. The designers then retreat to their office and return weeks later with a revised plan. Often have been practicing transportation engineering for 20 years and until today I never knew why the fire depart- ment needs 20 feet of street clearance," or "Now I under- stand why alleys are so important," or "This is the most exciting professional experience I have had since college," and "I may not agree with the entire proposal, but my con- cerns were listened to and considered; I like how I was treated." Achieving such change requires a carefully planned and orchestrated process that starts well before the actual charrette and continues long after it. PRINCIPLES OF THE CHARRETTE PROCESS Involve everyone from the start. Anyone who might build, use, sell, approve or attempt to block the project should be included. When involved at the inception, during these weeks, some degree of misunderstanding occurs in the community. People who attended the meet- ing come away with different understandings. People, who don't like to speak in public, speak to others in the parking lot afterwards. The result is often a crystallization of opinions against the plan that send the design team back to step one. In a charrette, the participants are told to come back the next evening to review the changes, where misunderstandings are resolved before they have had a chance to crystallize. With conventional planning meth- ods the design and feedback cycle can last up to four to six weeks. The charrette shortens it to 24 hours. Work in Detail. True buy-in can only be achieved by designing in detail. This way the critical issues surface and are addressed. This can only be accomplished by looking at the details (building types, block sizes, and public NOVEMBER • DECEMBER 1999 12 I I I t -.. -'...-• -• /1 1 -# f 1 { ..... ' .,.) "'! t 1 ....... _ .... '"""'-....... """""-..#>-' 1 B us Tours. Get all interested parties and key stakeholders on a bus and visit places that can serve as models for the project. When the discussion turns to something as specialized, yet critical, as curb radii, referring to a par- ticular comer in a nearby town can quickly bring clarity to the problem. · Crowd Control. How do you handle an unpredictable flow of people visiting the studio and get anything done? A core production team needs to be working continuously. Therefore, someone should be assigned to greet visitors. Information is delivered to the design team from the greeter. . The Charrette Gallery. One way to involve a large number of visitors is to establish a gallery of ongoing work at the entrance area of the charrette studio. When visitors arrive they are greeted and shown the ongoing work without disturbing the design team. The greeter explains the work and records their ideas. Of course, anyone with an impor- tant role, such as adjacent landowners or political representatives may need to work with a designer, but generally these people are involved through scheduled meetings. space) and the big picture (site circulation, transit, land use, and major public amenities), concurrently. Studies at these two scales also inform each other and reduce the likelihood that a fatal flaw will be overlooked in the plan. THE FOUR STEP CHARRETTE PROCESS Step one: start-up. The project team holds a one-day meeting to design the charrette process and reach agree- ment on desired outcomes of the charrette, a list of key stakeholders, outreach plans, schedules, roles and respon- sibilities, and the preparation plan for the charrette. The first public meeting is planned and scheduled. The under- lying mission here is to ensure that all the right informa- tion and all the right people are at the charrette. Step Two: research, education, and concepts. At the charrette, the team needs to be confident that it has all the resources necessary to make accurate design and strategy decisions. To ensure this, all relevant base data are collect- ed and analyzed, participants are educated about the proj- ect, the process, and their role in it, and input is gathered from stakeholders. A kickoff public meeting is held to introduce the project and to ask citizens for their opinions of the base data, their interest in the project, and their needs. It is essential that all participants be treated with respect. People should leave the meeting wanting to come back. Some initial development concepts are often sketched and tested in-house, as part of step two, for purposes of determining a range of feasible options, exposing areas requiring further research, and to allow the designers to get their hands dirty with the project so that they can work more efficiently during the charrette. Step Three: charrette. The design team establishes a full working studio on or near the site, complete with drafting equipment, supplies, computers, copiers, and fax machines. Design, engineering, production, marketing, sales, and all levels of project management are assembled for approximately one week. The first day features tours of the site followed by a team meeting and meetings with key individuals. In the evening a public meeting is held featuring a lecture on the principles of town planning fol- lowed by a public discussion. During the following days, a core design team is working on developing the plan while meetings are held with staff, landowners, develop- ers, and interested citizens. The plans are continually revised in response to the constant flow of input both from participants and from other team members. The studio is open to the public at all times. On one or more evenings there is an open public review of the day's work, resembling a traditional architectural "pin-up." These sessions provide the crucial short feed- back loops. Because all stakeholders are present, every- one's perspective is heard and the perceptions of prob- lems change. Participants learn that the project is more complex than they first thought, and that other needs must be accommodated. People should feel that their con- cerns are legitimate and have been addressed in the plan. The charrette ends with a final public presentation. The entire plan is presented in slide format. For those who have followed the charrette from the first evening, the impact is dramatic. Virtually all final presentations end with a round of applause from the local participants who appreciate the sincere work of the design team, who have lived in their town for a week. Some presentations have been held in conjunction with city council meetings. At one memorable charrette held in Stuart, Florida, the coun- cil voted to accept the charrette recommendations on the spot. Step Foun review, revise, and finalize. After the char- rette, the sponsors and participants must quickly review the work, make any necessary adjustments, and get back to the public for a last look. A final public review is held, sometimes on two consecutive evenings with a team work session in between. This can help to catch those who missed the charrette. On the first evening, the revised charrette plan is presented and comments are recorded. The next day the planning team makes any necessary changes to reflect the new input and presents the plan one more time. The team can then proceed to make final revisions and submit a final plan.+ This article is a copyrighted excerpt from the forth coming book The Charrette Workbook, a tool for the New Urbanism, by Bill Lennertz. Lennertz is principal of Lennertz Coyle & Associates, Portland, Oregon . NOVEMBER • DECEMBER 1999 13 LCA: Sample Charrette Schedule Day One: Morning: Afternoon: Evening: Day Two: Morning: Afternoon: Evening: Day Three: Morning: Afternoon: Evening: Day Four: Morning: Afternoon: Evening: Sample Four-Day Charrette Schedule Orientation: Key players give their visions/agendas of the project Project manager presents the project Public representatives input session Base data briefs are presented by specialists Tour of site or project area Design team field trip to identify regional typologies Lecture on the principals of Traditional Town Planning Design commences with several options being pursued Design Continues: Meetings arc held concurrently, information is immediately looped back to the designers, i.e., -marketing and sales -public approval agencies -environmental -zoning -traffic -community "Pin-up" review of designs by client and invited guests Design is adjusted Design continues Team discussion and review Design continues Public discussions continue "Pin-up" review of designs by client and invited guests Design is adjusted Design continues Design is completed Presentation production Final Public Presentation Reception http://www.lcaarchitects.com/sched ule.htm Page I of2 2119101 Charrrette Coordination Checklist 0 Client Contact: establish client contact and in-house client liaison to facilitate coordination with the charrette planner. 6-8 weeks in advance. 0 Meeting/Cbarrette Schedule: establish meeting schedule with client and timeline for charrette. Identify invitees (see attached list). Important to question client for project issues and community concerns to identify and prioritize meetings. 0 Invitations, Press Releases, and Media Coverage: provide client with sample invitations, press release, and suggested media coverage. Assist in development of mailing lists and materials. Set schedule for mailings: 3-4 weeks for public officials and staff and 2-3 weeks for general public. 0 Site Tour and Project Overview: schedule site tour and project overview for design team with client. Include clients local consultant team. 0 Charrette Paper: introduce Charrette Paper concept. Contact Debra Hempel Rodgers for further details. 0 Studio Location: identify location near site for studio, meetings, and presentations. Meetings should be held in studio whenever possible and one location for all events is preferred. For a team of 8-10, look for approximately 1200-1500 square feet depending on meeting sizes. 0 Studio Requirements: studio room should include: 1-2 phone lines, 1 fax line, 1 Internet connection, multiple electrical outlets, coffee service, refrigerator or ice chest for snacks, and if possible tables and chairs. Tables and chairs may also be rented (see Equipment and Supplies below). 0 Accommodations: locate hotel/accommodations near site and/or studio. Reserve block of 10 rooms for group rate negotiation (down size later if necessary). Hotel should serve breakfast, thus reducing catering requirements. Send rooming list 1-2 weeks in advance. 0 Base Materials: review base material needs and deadlines with client or designated representative (local engineer, planner, etc ... ). 0 Air Travel: check air travel schedules and fares for advance booking deadlines. Reserve flights 2 weeks in advance. 0 Ground Transportation: reserve 12-15 passenger van for design team (based on team size downsize as necessary). Consider additional smaller vehicle for daily errands and miscellaneous uses. Du ANY PLATER-ZYBERK & COMPANY A RCHITECTS AND TOWN PLAN N ERS Charrrette Coordination Checklist (cont.) 0 Food/Meals: locate caterer for in-studio lunches and dinners. Recommend 2-3 caterers if most meals are to be in studio. Locate good local restaurants for meals out. Establish menus 2 weeks in advance. 0 Local Services: locate blueprint/reproduction facility, architectural/art supply store, Federal Express office/drop-off, photo processing services, grocery or snack store, local restaurants for meals out. 0 Equipment and Supplies: locate vendors for equipment and supplies to include: printer, copier, telephones, fax machine, slide projectors, LCD projector, screens, drafting materials, tables (3'x6' banquet style), chairs (comfortable), trash cans, snacks, etc .... 0 Client Follow-up: follow-up with client weekly prior to charrette to review progress and facilitate problem solving. DUANY PLATER-ZYBERK & COMPANY ARCHITECTS AND TOWN PLANNERS Who to Invite to a Charrette Surrounding Neighbors/Property Owners Municipal Engineering Staff Municipal Utility Staff Municipal Planning Staff Local Cable, Phone, Private Utility Companies Elected Officials Regional Authorities (Economic, Planning, Bureaus) Environmental Regulators/ Agencies Environmental Groups Schools/School Board Libraries/Public Institutions Parks and Recreation/YMCA's Merchants Associations/Trade Groups End Users of Office/Commercial/Retail Realtors Chamber of Commerce Economic Development Groups Home Builders Association Historical Society Home Owners Associations Churches Social Groups (Garden Clubs, Women's Clubs, Rotary, etc ... ) (';0.:v.. DUANY PLATER-ZYBERK & COMPANY ARCHITECTS AND TOWN PLANNERS /.v-._ ;~ AL ~ &Av .·~ -5f'r.-%L. 5 & v..--( 1,.Ju. ... ~ .c::- h, U I -v) £'< 4--t ~\JI "') cl.:-''"'- h_,y, ") .JllJJ' U; I I I I I CHARRETTE STUDIO The founder will be responsible for finding a place in which a full design studio and meeting facility can be set up for the Charrette. The following is a list of Charrette studio requirements to help you in locating and an adequate facility. Once you have located a potential site, please make a sketch floor plan of the studio and send it to the Duany Plater- Zyberk1, Architects Charrette Manager. The Charrette Manager will use this sketch to develop space plan for the Charrette and to determine the equipment needed. Charrette Studio Requirements • Location on or near the project site. The team needs to be able to tour the site and verify site conditions throughout the Charrette readily. • Atmosphere which conveys the traditional planning and building concepts envisioned. The studio should not be located in a conventional hotel conference facility or in the same place whre the team will be accommodated. • 2000 to 3000 sq. ft. of space. The studio should have separate spaces for an open design studio, large meeting area, small meeting rooms, buffet and dining, and food preparation. • Kitchen facilities. • Restroom facilities. • Adequate heating and cooling. • Adequate ventilation. • Adequate electrical capacity for computers, plotters, refriderators, lighting and various office equipment. • Three telephone lines; two phone lines and one dedicated fax line. • Adequate lighting and windows. • Adequate security or an after hours security guard. The computers and graphics equipment which will be brought to the site are valuable and must be secured. • Wall space to pin up drawings. . .,._ -- Project Name CHARRETTESCHEDULE - DATE - DAY I TIME 7:00 AM - 7:30 AM - 8:00AM -- 8:30 AM -- 9:00 AM - 9:30 AM - lO:OOAM - 10:30AM - ll:OOAM - 11:30AM - 12NOON - 12:30 PM - 1:00 PM - 1:30 PM - 2:00 PM - 2:30 PM --- 3:00 PM - - --- Project Name CHARRETTESCHEDULE ·- DATE -- DAY I TIME 3:30 PM ·- 4:00 PM ·- 4:30 PM - 5:00 PM - 5:30 PM - 6:00 PM - 6:30 PM - 7:00 PM - 7:30 PM - 8:00 PM - 8:30 PM - 9:00 PM - 9:30 PM - 10:00 PM - 10:30PM - ll:OOPM - 11:30PM ·-12MN ---- NAME -. --- CHARRETTE PARTICIPANTS Please give us your name, address and phone numbers for the Charrette record. Please also let us know where we may contact you during the Charrette in the event we have questions. Thank you. GROUP PHONE NUMBERS WHERE YOU CAN BE REACHED DURING CHARRETIE DAY EVE ADDRESS AND PHONE I I FROM DPZ Charlotte PHONE NO . 704 342 345'3 Dec. 2'3 2000 05:07PM P2 APPENDIX B: SITE INFORMATION The following infom1ation mw;t be received by the Town Planner al le<L')t two weeks prior to the Charrcctc. This information will rom1 lhe b~is for the desi~n. lt is essential thal this information be thorough and accurate. The scale (typically 1 :7=200') shall be verified 1 with DP7.. The following items shall be sent as separate "layers" on 3.5" compl.itcr disc(s) compatible , with AutoCAD version 12. Two paper documents (rcproducibk c.:upies, rolled, not : folded) shall also he provided: B<L'ie Sheet l, which shall include alt items plotted on a singJe sheet of transparent mylar; and Base Sheet ll which shall consist of Base Sheet I plotted on top of the Aerial Photograph. Floodplain Delineations A map showing th~ ont;-hundred year flood plain. Other design criteria or special restrictions shall also he indicated. Site Survey A site survey at showing all of the following: the property line (it must have complete mathematical closure around its perimeter to facilitate computer input of the boundary information,Shoreline types of surveys must be accompanied by direct course bearing and distance ties), buffers, ea.C\ements. access points, existing zoning, building setback agreements, historic sites, existing buildings and other structures and other design criteria. Site Topography A map with topographic interval of not more than 5 feet. Tree Preservation A map delineating tree stands & specimen rrees to be preserved. Utilities A map illustrating locations of existing utilirjes and ut.ility eac;ementc;. Indicate area" on site a<> "available", "not available", or "pending" for such use. Indicate if required extensions to any public utilities have been secured and give details. Wetland Delineations A map illustrating locations of wetlands. Other jurisdictional regulations, setback requirements, etc. shall also be included. The following infon11ation shall he sent as paper documents: Aerial PhotographAn aerial photograph at 1 "=200' of the site and its surroundings. Codes & Regulations A copy of applicable zoning and building regulations. These regulations should include cri!eria for waccr, sewer, drainage, erosion control, etc. Soil Conditions Any soil reports that may be available. Traffic Regulations A copy of applicable traffic regulations and street standards. USGS Maps A set of 9 US Geological Survey Maps encompassing the site and the 8 surrounding quadrants. 11 Dua11y P/aJer-Zyberk & Company. Inc. DEC-29-2000 12:51 96% P.02 I I I I I FROM DPZ Charlotte PHONE NO. 704 342 3459 Dec. 29 2000 05:07PM P3 APPENDIX C: TRANSPORTATION, ACCOMMODATIONS, MEALS & SERVICES The following is a list of transportation, accommodation and meal requirements that are necessary for the Charrette. All of the items listed below should be confirmed before the Charrette. Air travel Round-trip, coach c]a<;s airfare for each member of the Design Team. Airline reservations will be made by DPZ. Road travel A 12 or 15 passenger van for transportation of the Design Team during the charrette. Hotel Rooms Accommodations for each member of the Design Team should be provided at a hotel within fifteen minutes of the Charrette site. Rooms should be clean and preferably non-smoking (some smoking rooms may be requested). Each Design Team member will be assigned a separate room. Breakfast High-quality, fresh foods with juices, cereals, and coffee are besl. Lunch Fresh foods with very limited red meat. Sandwiches. if served, should be without butter or mayonnaise. Beverages should also he provided. Dinner Fresh foods with limited red meat and light deserts. Dinners of chicken or fish with light sauces or pasta are preferred. Fresh vegetables, bread, and beverages should also be provided. Snacks Snacks of fresh fruit with juices, sodas (including Diet Coke), mineral or seltzer water, coffee and tea should be kept on hand for the duration of the charrette. Raisins, nuts, chips and candy are also desirable. The folJowing is a list of services that are necessary for the Charrcttc. Architectural Supply Store Locale a store near Lhe Charrette site, obtain a catalog if available, note the store hours and whether or not they deliver. Federal Express Federal Express services should be available for delivery to and from the Charrette site. Reproduction Facility Locate a large format copier near the site. It must be capable of reproducing documents up to 36" x 42" and must be available to make on short notice and at odd hours. It is a huge advantage to have such a copier at the Charrette site. S1:ptembu 13. 1998 12 Dua11y P/a1er-7.yh1rrk & Company, Inc. 97% P.m I I I I FROM DPZ Charlotte PHONE NO. 704 342 3459 Dec. 29 2000 05:08PM P4 APPENDIX D: EQUIPMENT AND SUPPLIES The following is a list of equipment and supplies that are necessary for the Charrcttc. All of the items listed below should be on hand at the Charreue site. Facsimile Machine (1) Telephone Lines (2) Xerographic Machine (1) Should have dedicaced line so faxes can be sent without prior notic.:e. A telephone line for incoming and outgoing calls is required, as well a-; the separate dedicated fax line. A xerographic machine of the highest quality, capable of enlarging to 200% and reducing to 50% in 1 % increments onto 11 " x 17" sheets is required. Xerographic Roller Copier (1) A xerographic machine of the highest quality, capable of reproducing documents 24'' in width. Kodak Carousel (2) Slide Projectors Chairs (24) Tables (15) Trash Cans (2) and Bags Illustration Boards (6) Projectors and carrousels are necessary for the opening leccure and final charrette presentations. Cornfo1tahle padded chairs. Arm chairs are desirable. 3'x 6' folding banquet-type tables. Very Large Smooth white cardboard for table surfaces. Giant Foam·Core Boards (10) For displaying and photographing drawings. Architect's Trace Paper Rolls 2 @ 18"; 2@ 24"; 1 @ 36" Sheets of Vellum 50@ 11 " x 17"; 10@ 24" x 36". Standard Copier Paper 1 packages @ 8.5" x 11"; 1 packages @ 11" x J 7". Legal Size Pads and Folders 1 package of each. &prembe.r 23, 1998 13 f>uany Plo.u:r-Z yherk & Comr1any. Inc. DI/VI Habitat for Humanity, International. In Americus, Georgia, our staff, along with Global Green and HHI, facilitated a design charrette to introduce energy and environmental considerations into the design and construction of volunteer-built low-income homes. We collaborated to produce a report and plan book detailing strategies for four cli- mate zones across the United States. Monsanto Corporate Campus. We coordinated and facilitated several design charrettes in St. Louis, Missouri, to address environmental and occupancy opportunities at Monsanto's headquarters and research campuses. Our team also developed advanced ener- gy supply and delivery strategies, and played a key role in the programming and schemat- ic design phases for a plant-science laboratory. Stop & Shop (Royal Ahold). This design integration charrette in Boston, Massachusetts, focused on providing professional consultation in the areas of innovative resource-saving design and engineering including daylighting, energy modeling, creative func- tional design concepts, and long-term maintenance for a prototype grocery store. Naval Facilities Command Sustainable Design Initiative. In Washington, DC., RMI coordinat- ed design charrettes on Naval housing and office buildings as a way to introduce sustainable design practices into renovation and new construction. An analysis of eight subseq uent pilot implementation projects was also delivered. The Sherman Oaks Galleria Shopping Center. This two and-a-half day workshop focused on the rehabilitation of the 1 million square foot Sherman Oaks Galleria in southern California. The intent of the work- shop was to provide expert professional consultation in the areas of innovative energy-saving design and engi- neering, creative and functional residential design concepts, and strategies to improve environmental results of com- mercial/retail design decisions. The advice and training focused on the application of emergent innovative design concepts to be applied to the rehabilitation. "Your team did an excellent job in bringing together all the ideas from the community in just two days!" David Leslie, Planner, Deschutes County Planning Department CONTACT INFORMATION Karl Rabago (rabago@rmi.org) Tom Feiler (tfeiler@rmi.org) Natural Capitalism Practice Rocky Mountain Institute 1739 Snowmass Creek Road Snowmass, CO 81654-9199 USA (970) 927-3807, fax (970) 927-4510 www.rmi.org PAS II AMERICAN Pl.ANNING em 0 ASSOCIATION AUGUST 1995 ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• As confiicrs over devdopmenc divide communities into hostile eamps, the planning charrem! has become an increasingly popular technique for planning and designing towns and cities in America. A charrme is ~ short, incense, collaborative process for designing projeccs, planning · communities, and building consensus. le lus che potential to change the adversarial tenor of project rcvic:w, make modern development more responsive to community dcsir~ protect important narural and cultural resources, ar"d give citizens a more m~ngful role in planning the future of their communities. Projea: design and community p12nning have become increas- ingly complex pro~es. The c:hattettc format puts all concerns on the table at the beginning of the process, with all key players involved. It enables them to devise a wide raoge of altcmarive soh1tions by looking at all rdeva.at issues at once. Thi.t inugracivc approach co problem solving, which has evolved from the pracrioe of archicecrure, u well-suited to dca.ling with the complexity and unpredictability mac accompanies creative problem solving. The term .. eharrette" bu been applied to an ever-growing range of planning and design strategies, making it difficult to define. Some charrettes h.ave vin:U2lly no public or c.ommunicy involvemenr at all: they consist of a cearn of professionals spending an intensive week designing a project at.or near the site of a development. At the opposlce extreme arc planning charrettcs where professionals .facilitate a three--day, incense, open-ended co.mmunicy planning process, shaped and wncroUed by the citizens tbenuclVC$. In between are a range of approaches that involve varying amounts of public:: participation. This article will explore the range of applic:acions of the charrea:e process, the purposes it can serve, 1nd iu advantages and limirarions. The etymology of the term "charrettc" begins with the Ecole des Beaux-Arts in Paris. Atchitecrure studencs completing submissions for the famous Grand Prix de Rome, as well as for other )C$S prcstigiollS c::omperirions, often had to work day and night to meet their dead.line:. When the small art or ,harrare came through the city streets ro pick up drawings and take them to the judges, students would often jump on with their drawings and feverishly complete them in the charrette. Thus, in the architec:nu~ profession, to be m ,harrttu has come to rnc:U\ working under intense time prc:ssllle to complete a design. The planning eharrette evolved from these :uchiceccural toots, beginning in the 196-0s when it was pioneered. by urban advocacy pla.c.o.er:s and supported. by provisioru i.n Gre2.t Society housing legislation that required citizen participation. It has · since been adapted to settings that range in size from tiny tunl cowns to post·industrial metropolises. Types of CharreHes Varieties of charreucs have evolved to serve a r:ange of purposes. A churctte th.at is intended to produce a cier.ailed dc:$ign for a. project site is bound ro be different in ciw2cter from one t:hat seeks to build consensus on community goals as ~of a comprehensive planning proc:css. In general, the more a charmte is oriented toward producing a. profcs.sionaJ produet, the mote it if likely to be dominated by a team of professionals. The more its purpose is ro build community consensus, the more the charrem: emphasizes public paruciparion. What follows is a rough cypology of diffcrcnc kinds of charrcttcs, describing their purposes, format, pe1'$0nnel, and characteristics. Any individual charrette may combine clements of two or more of these types. Since the .:harrette is a fluid and i!Volving technique, ir is adapted by pracririoners as thc:y proceed from projecr to project. For purpos~ of this article, chartettel: have been divided into the following five types: Professional Deiign, Parricipatory Design, AcademidCompetitive Design, Profmional Planning, and Participatory Planning. All approaclics seem co share three csscnri:tl cluracterisrics: consensual decision making, a fiuid stniccure, and intensive activity over a shore period of time. While the basic structure of an individual charrc:tte is usually determined in advance, the way it 11nfolds in any particular instance often depends on the personalitiC$ a.ad inceresrs of the participanrs and on what happens in the early stages. Events rh:i.t genuinely encounge public participation often play ouc in ways not anticipated in the original agenda. A charrette has a characteristic rhythm thac seldom develops in three-hour projccc mecrings held every cwo weeks. It starts with nervous ancidpa.cion, ~ people wonder whac will happen and whether chis process will work. After an ocienration period, work begins and progress oc:curs rapidly. Then there is usually a period of extended chaos, when things s.:c:m co fall apart, nothing fits together, and conRicu erupr. After one or rwo days pass, the c:haos dissipates, things start to full into place, creative solutions begin to appear, and people work togecher more cffectivdy than before. As the deadline approaches, the pace: becomes feverish as ~eryone chips in to prodµce the 6n.al produce. When it is over, there is exhilar:i.rion, c:xhauscion. and a sense of relief and ac:cornplishmenc. A ch:i.rrecce is usually the high poinc within a more extended design or planning process. A great deal of preparation muse be done before the charrettc begins. If the eharrette' s design 3.nd planning accomplishments 'UC to be implemented, there is even more work co do in the essential follow·duough phases. Professional Design Chanette The professional design charrette is primarily a tool ro facilitate p"rojecc design, without involving the community. An organizer, usually the project's developer, -assembles a multidisciplinary ream that includes an architect, planner, landscape architect, and engineer, as well as such other consultants as may be needed to deal with environmencil issues, tf:UUport:ition, marketing, .finance, and land-use law. These professionals assemble on the site or at a nearby location, and spend several days studying the site and dC$igning che projca. They may hold short mc:cti.ngs with other stakeholders, $Uch as sclecrcd public officials, represenr::uives of user groups, potenti~ financing sources, or project neighbors. However, the purpose of such meetings is to begin co promoce the projea and to gee inicial feedback on the project dc.tign, not '° giv~ these .rralceholders a Jotl S. Russell is a commrmity planning and dmtn conndrant and laNJ,.ust (Uf(JT'M.1 based in Du/Chm County, New York. Ht conJuas plUriciplltOry pl4nning thllrrent; and has bem a profissio"NZL ream memlm in a wvltfJ of differmt charmu processes. The au:hor wiJhts ro th11.nlt Andrew Mtym who (oTJtribv.ttd rcxr and ~vt rmarch and tuUdyrU on :ht RIUDA 7; AauinnidCompttitive Charmu, and PllTlicjpatory Dmtn Chtlrrmt. Am1t Ta.rt, tm llt'thiucr, plan1W, and ch~ 11t1tr1Z11, lllso co11trib11ud ro this arrielr. 2 role in making design decisions. The process as a whole is concrolled by che developer and is not open co the publi.;. Participatory Design Charrette The parriciparory design charrettc is similar to che professional design type, buc community leaders and the general public arc more actively involved in the design process. A .large design team moves into a community for about :i week and prepares a plan under the eye of the public. The Miami .6rm Duany/ Plarcr,Zybc:rk (DPZ) is probably the best-known prac:titioner of this cypc of charrette. Such a charrctte is "produa-drivenu in the sense thac the principal objecrive of the c:xerc:ise is to gener:i.ce a design plan for a specific sicc or area. This is done through a concinuous design process c:onducred by the professional tC3m, informed by strucrured opporrunities for input from ch.e public. These opportunities include large public meetings to introduce che projec:t and cxpl:i.in che charren:e process as well as small meetings with groups who have shared concerns, such as owners of large properties, municipal officials, citizen groups, or neighbors. As the charrerce proceeds, there are informal "open house" opporcunicics for chc public co view che work in progress and make suggestions. The chancrcc usually c:ondudes wirh a major pl.lblic prcscnration of the design plan, including a dcsc:ription of the cho11ghc process by which it was formulated. Although the public is invited. the agenda and product arc contt0lled by ch.e pt0fcs$iorul design team. The cha.raaer of this type of charrette is also shaped by the sponsor. Where a developer is in charge, the primary goal is co produce a markcca.blc and pro.6.rablc plan thac can be approved for a spcci.6c site. Where the c:harrctce client is a municipality, the goal is to draw up a plan that ~ be implemented for a larger area. A participatory design churenc that is not conrrolled by a developer involves more complex intcracrions among different $akcholders and n:qi.iircs the cooperation of a diverse group of landowners. Consensus may be more difficult co achieve, but it is more likely co reflect che wish~ of che c1m1municy as a whok. Where che developer sponsors the charrem, there is a perceived risk that che charrerrc may be used as window dressing or a public relations ploy ro co-ope porcnrial project opponents. It is no accident th.at the participatory design charrettc has been embraced by advoates of neotradicional planning (now known as the new urbanism). The norms of architecture, engineering, and planning since che 1950s have made it very difficult to design communities in the manner of che 1920s and earlier. Suburban planning conventions arc: encoded into existing land-use laws and engraved in the minds of public officials and many design professionals. In many communities ic is ncxc to impossible to return to rradicion;il town planning techniques: narrow streets in modified grid. paccerns, walkable neighborhoods, downtowns with high-density mixed uses, attractive and accessible public spaces, :ind subordination of the automobile co the pedestrian. A parricipatc•ry design charrecte appeals directly co ordinary citizens who often appreciate the value of the traditional town and whose political support is needed to change zoning codes. DPZ uses a.rtiscs to draw evocative color perspccrives of street scenes designed co show how appealing the dcvdopment will look. Thus, the participatory desig.n cha.rrertc !s nor only a tool for developing a specific design for a place, it is also an educational and politic:al tool for changing che minds of local citizens and their legislators about how developmcmr should occur. Without such education and political change, neouaditional designs are not li.kdy to be implemented successfully. Academic/Competitive Desi9n Charrette Some charrettes are focused on ua.ining students and/or educating the public. These charrc:ttes also concenmcc on a design product, bur the: product is usually a set of design alternatives for a given site. In this approach, four or five teams of designers (U$ually a professional architect assisted by design students) work intensively against a deadline to develop a conccprual design for a project. Sometimes chese designs are then submitted to a design jury for critique. The comperirion approach is sometimes chosen when it is coo politically risky to develop a single design that will become "che plan." It is less chrcateni.ng-no single alternative is being proposed and srudencs are perceived as nonthreatening. Because this approach does noc have: the implementation of a plan as irs goal, it is less likely to achieve a tangible result. Ir is primarily a pedagogi~ cechniquc:, and, for that reason, it rc:li~ less on public participation than do ocher models. The public may be invited co see the: designs or co observe the process. but public participation is nor essential because implementation and public involvement are not the objectives. The academic charrette relies primarily on architecrs (and sometimes landscape architects) rather chan an interdisciplinary tc:am. Professional Planning Charrette The professional planning charrette has die longest history, beginning in 1967 wirh che Regional/Urban Design Assistance Teams (RJUDAT) sponsored by the American Institute of Archiceccs. The: R/UDAT model involves an incerdisciplim1ry team of volunteer professionals working in cooperation with citizens and municipal offici:ils. Originally an oucgrowth of che advocacy planning movement of the 1960s which sought co empower cicizens, it has evolved into an approach in which outside: professionals retain cheir mancle of expertise: and dispense advice co the local community. The professional planning charrette is distinguished from the professional design charrecce because it does not focus on producing a physical plan. Racher, it looks at overall p/,Z1zning problems in a community. In the c:ise of the: R/UDAT. chis stems in part from ics sponsorship by the AIA, which do~ noc want m compete with local archicecrs but co stimulate design opporrunicies for these archiceccs. Public participation in a professional planning charrecre consists of meetings becwc:en che charrette team, public officials, and rc:presencacives of inrcresr groups, as well as large public meecings at which the team present$ ics recommendations and the audience is invited co comment. This public involvc:ment keeps the professionals at a disrance as neutral experts and docs not encourage interaction among the: members of the public. The product of the professional plai\n.ing cha:rrc:cte is :i. report clue makes general recommendations about policy :l.nd planning issues, such as adminisrracion and coordination of local government planning effortS, comprehensive planning, open space presc:rvacion, rcd.cvdopment of urban areas, affordable housing. inf.ra.suuccu:e pl:U\n.ing, economic development, and design quality. Design recommendations, if any, are made at a concc:prual level. Implemencation is left co locai govc:rnmencs and organizations.. Implcmcncation has often been lacking, boch because the recommendations may be generic and beausc the public had little involvement in formulating them. The professional planning charrecce can be a valuable cool for obtaining advice on local problems ftom outside neurral expen:s, providing new perspectives and suggestions based upon experi· ences in ocher places that have faced simi.W problems. It can also help break logjams over concrovc:rsid dcvdopmenc issues. P•rtlcipatory Plan11in9 Chal'l'9He The participatory planning charrm:e comes closest co the dc:mocracic ideal of citii:C!l participation. The primary objective 3 is to involve the public in developing a plan that emerges from community im:eraction rather than professional prescription. Unlike the other models, which are conrro!lc:d by a team of professionals, the participatory planning cliarrecte us~ the professional primarily as a facilitator to scruaurc: the: process, keep it on track, and synthesiie its outcome. The panicipatory planning cbarrc:m: makes maximum u:;e of expertise: within the: community in order co give reccgn.irion ro local professionals and develop local political lcadersh.ip. This is more cosr-c:ffecrive and more likc:ly to engender bco:id community suppon than is a charrc:ttc: thac reli6 on outside experts. Th.is charrc:rre is organized by a committee consisting of public officials and intc:rcsred citizens. The: commircc:e recruits a broad range: of panicipancs to impcovc: comm1mi~tion across the: social, economic, and policical barriers that divide: communities. The charrecte procc:cds in a strucrured fashion, on a "drop-in" basis, with citizens inviced ro scay for as long as they wish. Participants break inro small gro•.ips for facilitated . discussions of their ioals and preferences for the future of che community. The groups may also mark up maps or develop conceptual designs for specific sites in r.hc: c:ommunit)'. Reconvening for plenary sessions, panicip:mts present and discuss the: small group consensus points. The professional f.tc:ilicacor helps synthesize ea.ch step of the: proc:c:ss and may provide: a short informational lcccurc or hold a large group disc;=ion on a c:ricical copic if che nec<l arises. As the: event draws ro a dose, diso.wions fucus more on setting implementation priorities. Afr.er the charrette, the facilitator drafts a summary based upon the cotUensus peints reached at the: cha.rrettc:. This summary becomes the basis for a plan that c:an be traijslatcd into zoning amendmencs, c:ip:tal improvements, and ocher actions that will produce tangible: results. The panicipatory planning chacrettc muimizcs communiey involvement by creating an environment chat is sociable, nondueatcning, and ac:c:essible ro people. Volun.reers greet people as they arrive, orient them to what is happening, provide child c::ire and re&cshments, and add ocher couches chat make the c:harrc:tte a festive: occasion. The heart of the participatory planning c:harrercc: is the small group di.:;cU$sion, in which people focus on solving problems and sharing common concerns. By breaking down divisive social stc:reocypa and 2dversarial acrirude.s, these small groups can hdp change the negative patterns of interaction that often underlie planning problems. The parcicipatory planning c:harrem: can also inadverccntly ignite latent community conflicrs. Tbe::e conSicrs often interfere with constructive decision making, at least in the shon: run. At its be.st, the proc:us i$ therapeutic, bringing conflict into the open and providing a forum to deal wir.h it honestly and with civility. Other types of charrcttcs do not deal as c:ffc:aively with these: u.ndc:rlying community confiiccs. Advantages ancl Limitations There are significant adw.na.gcs to designing a project or doing a plan using the charrea:e process. The synergy dw occws from having professionals, community !cadets. and citizens in the wne pW;e at the wnc: time cannot be simulawi through periodic meetings. conference calls, &xcs, or ~mail. AJ a result, the charrem: in~tcs the varied expertise and pcrspc:cci.vcs of the conttiburors. stimulating aearive design and planning solutions. Because the professional team members have essentially "locked out• the ouaide world during the charretre, chey are able to complete a plan more quickly dun would ~ the: case if thc;y were juggling this project with all of their other ones. Having all 4 of che t~ memben presenc at one time and in one pl2Ce (though difficult to ~edule) saves both cime and money. The durcctcc process can shon~circ:Wc months of costly ireracioos of a plan that may have to be sent around to multiple: t= members and other interesced parties, with sc:quc:ncial c:ommc:ms or chan~ being made, unmade:, and remade along the way. By including the: public: in this shared underscmding of the plan, the participarory eharrc:ttc: can help prevent the: gridlocl< char often occurs ar the formal approval srage of a projc:cc, plan, or 1oning cliange. While a participatory cha.rrc:tte may be viewed as a means of ceyillg ro c:o-opt potential opponents, it also cm give such scakeholders the abiliry to infiuence projectS and community plans in a way chat satisfies their cone.ems. The grcacc:sc limicacion of the: charrecce process is in Follow· through. Too often, che clwrccte generateS a "high" that is . quiclcly lost as the community rc:trcars into faccional bickering. Once the experts leave town, there is a tendency co forger that they were ever there. le is therefore critical to have a follow-up strategy. for professional ream members, momentum from the charrc:rce may be lost once they retutn co their offices and gee bogged down with ocher projects and neglected paperwork. If a major segmenc of the communiey does not attend a parric:ipacory charrc:rre,-the credibility of the encire evenc can suffer. The positivc results of rhc charrecte may be ignored by community leaders_ when those who stayed away lacer arrack it. Such naysayers often charge that the charrc:a:e was merely an arcc:mpt to co-opt them into accepting a plan or project. In such situations, chc:re is a danger that the charretce will feed, or even ignite, chc: flames of community conflict. Conc:lusions The synergy that results from an incense period of collaboration makes the charrecte an cxcdlc:nt tool for achieving specinc goals in planning and design. It is very much in tune with che spirit of recenc innovarions in management practice, emphasiung collaboracion, consensus, teamwork, and improvisacion rather than hierarchy, authority, mmdard procedures, and rules. Charrecres being professionals closer co their "cuscomer,w whether char customer is :i dc:velopc:r doing a project or a communiey clioOJing irs fotuce. Participatory charrerres are an effective tec:hnique for engendering public undemanding and parcicipacion .. The participatory design charrecte provides opporrunirics for citizens co help shape a project, while the parriciparory planning charrea:e enables the public co pb.y the primary role in developing a community plan. Sucli charrettc:s deal wirh community conflia in a nonadversarial aanosphere designed ro achieve "win-win -solutions. • ••••••••••••••••••••••••••••••• The PAS Mmw i.s •monthly publiation for nabscril>cn to doc Pwuw1gAd•iaol)I Sctl<ioc, a nabcipcioll raa«:lo ....ice of~ Amaicul Pbnning~oft: M'iehsd B. lluloct. EsecuW.. o;,_r, F.....k S. So, Dqt...,. ~Dir-. WJliam It. IClcin. Oirocror o(ll.c:rcuch. Tb... PAS M~ is pl'O<iuc:od by APA ~in Cbi<:>gv. llcxan:h sad wri<iog by~ Ocp=mcnt =If. MalY2 Morris. Uicot. P!Ocluaion by Publicaciom Dqiinmmr ie>lf. Cynrhio Geld, Asmcuic Edia:.r: Us. Bam>n. Ddigll Aslociacc. Copyripc C!9'S by Amuiaa Pluinif'IAssacWion. 122 S. Michig>A Avc •• S .. iie 1600. OUcago. IL 60603. Tiie Amcna.. Pl..nning Aalocdcio11 Ml hNcj__. of5ca u 1776 Maas.ch111en& A'fe~ N.W., '111..bingt-. DC 2003'- All rigbfa ~ No ~of cllia pv.olic.rio11 m&y be ~ 0< lltilizrd in _, fonn or by any mcaN. ci«:troni' Of 11\0d>utiol. incladinJ pbacoa>Prieg. r~ or by all)' in!'ormnioa -nr .utd reaienl ~without pnm;..iOfl iA wricing from doe Ameian Pbaaing AsJnciaiion. Pritlccd on recycled psp~r. ind1.iclillg S0-70'!6 rccydcd libn ~ all<l 10"' posccoNumerwuie. ~ TOTAL P.04 NATURAL CAPITALISM PRACTICE Chanettes & Seminars Collaborative Tools for Whole-System Solutions Rocky Mountain lnstitute's Natural Capitalism Practice specializes in applying whole-system (integrative) thinking to a host of cre- ative challenges. A powerful tool in our work is the charrette. A term borrowed from the field of architecture, charrette refers to · an intensive, interdisciplinary workshop that brings together stake- holders and experts at the very outset of a design or problem-solv- ing process. By fostering cross-disciplinary interaction, charrettes generate solutions that would otherwise remain obscured by con- ventional thinking. Participants who might not ordinarily collab- orate-even though they share a common interest in the outcome-exchange ideas and devise recommendations that can later be refined into specific designs or actions. We have successfully applied this technique in a variety of fields: • land and building development; • industrial process engineering; • product des ign; • community economic development; • stormwater and other infrastructure design; • organizational strategy and decision- making. Our staff provide a full range of services relating to organizing, coordinating, and facilitating charrettes. We can also recommend and coor- dinate the participation of appropriate specialists chosen for their experience and expertise of rel- evance to the client. We work closely with the client during and after the workshop to integrate solutions and achieve superior results. "Thank you for your hard work on the Greening of the White House charrette. I greatly appreciate your assistance and look forward to your continued efforts to help people save money, protect the environment, and improve the quality of their sur- roundings.'' President Bill Clinton "Changing how people think is a big job, and the staff at RMI was primed for the challenge. Through the Natural Capitalism workshop, RMI provided the inspiration and knowledge state and local leaders need to make Iowa a more eco- nomically vibrant and environmen- tally sustainable place. I've never been more pleased with the results of any workshop." Monica Stone, Executive Officer, Iowa Department of Natural Resources Convening groups of people early on In a process Is viewed by some as costly and time-consuming. Yet a charrette can more than pay for itself in several ways by: • building owner, user, and community support for projects; • anticipating and avoiding technical difficulties that could add expense later In the process; The Natural Capitalism Practice offers the following menu of services related to charrettes and seminars: Assembling the team Assembling an effective charrette team is crucial. Participants typ- ically include people directly involved in the project or problem, as well as outside experts with extensive experience in relevant fields. In each case, we carefully tailor the team to ensure maximum poten- tial for generation of innovative, effective solutions. Our long expe- rience in successful problem-solving and our worldwide network of experts makes us ideally suited to assemble an effective team. Preparations. With the client we determine the scope of the workshop, review background material, and develop an agen- da, presentation, and reso urce materials. Facilitation. Charrettes begin with an exploration of the prob- lem or project, including opportunities and alternatives, and conclude with a menu of options that are economically, environmentally, and socially desirable. In a typical charrette, lasting two days, participants: • hear new ideas for creative solutions; • discuss their problem or project; • brainstorm solutions; • analyze prospective solutions (often including modeling and cost-estimating); • select viable solutions; • identify barriers to solutions; and • identify who will do what next and when. Follow-up. We assemble documentation produced by the char- rette team into a summary report and action plan. (For certain proj· ects, an illustrated booklet or poster may produced to better capture the results of the workshop.) At the client's request, we and our col- leagues continue the involvement by offering sources of design infor- mation, researching options and technologies, or participating in team meetings and conference calls. "I thoroughly enjoyed the once-in-a lifetime learning experience last Thursday and Friday. I was very impressed by the expertise of all of the RMI staff and the outside con- sultants. Thanks again for the RMI help. Without you, in 20 years, we would be saying 'What happened?"' Howard Daniel, participant in the LaPine Community Planning Charrette Seminars We host one-day "Natural Capitalism for Community and Business" seminars in U.S. cities and regions. Based on the principles presented in Natural Capitalism: Creating the Next Industrial Revolution, focus is on strategies to achieve economic and environmental sustainability with an emphasis on cooperation among business and community leaders. Led by Practice staff and local partners, the seminars typically include an introduction to natural capitalism and discussions of communi· ty-business connections and ways to overcome organizational and market barriers. Afternoon workshops are offered on such topics as resource-efficiency techniques, healthy community strategies, and green real-estate development. The seminars are of particular interest to: • local government officials, other community leaders, econornic- development professionals, environmental activists, state and federal officials; • business leaders (owners, CEOs, process and facilities man- agers, environmental health and safety staffj, especially those in manufacturing; and • real estate developers, architects, and builders. Staff are also available to teach the principles of natural capitalism to corporate groups through presentations, seminars, and ongoing training. Our specialists offer instruction in proven approaches in many disciplines, tailored to the client's needs. We have done this for the World Economic Forum, the Presidents' Council on Sustainable Development, the Young Presidents' Organization, Monsanto, General Motors, Sun Oil Company, and scores of others in many industries. "All communities want to balance development with high quality of life and avoid the undesirable con- sequences [that] growth or rede- velopment can sometimes bring. The Natural Capitalism seminar illustrates ... concrete examples of sound planning and economic renewal strategies that work." Beverly Cwalina, Executive Director, Local Government Academy These project highlights illustrate the broad range of our charrette and seminar experience. A complete client list is available on request. Greening of the White House. RMI staff served as lead technical advisors on the energy and envi- ronmental retrofit of the White House, Old Executive Office Building, and grounds. The team worked with the American Institute of Architects to coordinate the design charrette that guided the ongoing project. The RMI staff also facilitated a team of leading experts in energy and environmental design for the $1.5-billion renovation of the Pentagon and compiled a 125-page report of recommendations. LaPine Community Planning Charrette. We assisted this Oregon community in plan- ning the best locations for, and relationships among, an array of prospective projects, such as a new town center, senior vil- lage, health campus, and performing arts center. AMORY LOVINS LEAllS A llRUK·OUT CROUP DISCUSSION AT THE SHEWMAN OAKS GAlU:RlA SHOPt'INC CENTER CHAKRHTE. The Sustainable Grand Canyon Workshop. The team delivered recommendations to the National Park Service on green buildings, energy systems, trans- portation systems, information design, and economic linkages with gateway communities for the park's General Management Plan. This project serves as a model for parks and communi- ties worldwide. Nine Mile Run Stormwater Management Charrette. Along with Carnegie Mellon University's Studio for Creative Inquiry, RMI staff coordinated and participated in a design charrette aimed at helping communities in Pittsburgh's Nine Mile Run Watershed manage stormwater in an ecologically appropriate manner. Natural Capitalism Seminars. The RMI team organized two full-day sessions in June and October as part of a long-term effort, sponsored by The Heinz Endowments and in cooperation with local partners Sustainable Pittsburgh and the Pittsburgh Technology Council, to help make that city a sustainability showcase. Joyce Foundation. The team presented natural capitalism to the Western Michigan Sustainable Business Forum's annual meeting and provided "first-day" training seminars to five member manufacturing firms interest- ed in serving as natural capitalism test cases. This work was funded by the Joyce Foundation. Rocky Mountain Institute Is an entrepreneurial nonprofit organization that fosters the efficient and restorative use of resources to create a more secure, prosperous, and life· sustaining world. RM l's staff show corporations, communities, lndlvlduals, and eovernments how to create more wealth and employment, protect and enhance natural and human capital, Increase profit and competitive advan- tage, and enjoy many other benefits-lara-ely by doln&" what they do far more efficiently. The lnstitute's work Is inde- pendent, nonadversarial, and transldeologlcal, with a strong emphasis on market-based solutions. It is focused on sev- eral main areas: energy, water, climate, buildings and land development, transportation, business practices, and com- munities. RMl's Natural Capitalism Practice provides an array of consultlna-services within-and more Importantly, across- these areas of expertise. Its continued ... whole-system approach illumi- nates the Interconnections between systems and seeks solutions that address multiple problems simultaneously. Its "end-use/least-cost" thlnkin&' achieves the greatest benefits at the lowest financial, social, and environmental costs. These and other creative problem- solvln&" techniques form the backdrop for Natural Capitalism, a new and rapidly spreading business model that harnesses environmental per- formance as an engine of com- petitive advanta&"•· I I I I A Successful Charrette: TllE SEASIDE INSTITUTE Building Consensus Through Public Process Seminar Workbook January 12-14, 2001 Seaside, Florida Presented by: l!I 1111 with Bill Lennertz Lennertz Coyle & Associates Sara Grigsby Healthy Systems Thomas Low Duany Plater-Zyberk & Co. Cindy Meadows Community Planning Associates Kirk Schueler Brooks Resources Corporation Rick Bernhardt Metropolitan Nashville-Davidson Company l ' I I I I THE CHARRETTE PROCESS Fllriday 8:30-10:00 10:15-12:00 12:00-1:00 1:00 ~ 3:00 3:00-5:00 5:00-7:00 Satullday 8:30 -10:00 10:15-12:00 12:00-1:00 1:00 -3:00 3:00-5:00 5:00-7:00 Overview The 4-Step Charrette Process Lunch Case Studies Setting up Your Charrette Free Time Role Play: Public Design Session Facilitation Principles Facilitation Skills Lunch Forum: Public Planner, Developer, Citizen Activist Free Time Review , Unanswered Questions Lennel!Jtz Coyle & Associates Healthy Systems LA CHARRETTE :·.'· ·: ' • :·: .-. r :; :·,_,.·,·. Overview and Systems Theory ' I I I Principles of the Charrette Process "All the Right People + All the Right Information" • Invol ve Everyone .from the Start • Work Concurrently & Cross-functionall y • Work in Short Feedback Loops • Work in Detail • Insist on Respect Benefits of the Charrette Process • Promotes an Educated Citizenry -instead of an elite steering committee -the basis for Real Change • Creative Design -through intense, collaborative worksessions • Cost Effectiveness -by shorter planning schedule -by reducing rework • Re-establishes a "Generalist" Planning Approach 1 I I I \ I I (._ u:;, _, 11 l i ( . t ' THE HEART OF BUSINESS THE CHARRETTE PROCESS Success in the New Urbanist Landscape Requires a Systems Perspective Systems Tools Systems Thinking •Issues are more complex and answers less straight forward •Feedback is louder and faster •Neighbors are closer •Needs & views are competing •Fixes are not always obvious •Unforeseen problems crop up •Conventional mindsets limit creative potential New Urbanism represents a profound system-wide change. Anyone who has participated in New Urbanist projects knows why we are here and why we are discussing complex systems. A New Urbanist project can involve financial institutions, municipal codes and standards, sales strategies, transportation standards, commercial operations and building plans. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 5 I I I I I j ,, c. TL tl .> 4H i ) II ~I till Ii lt THE HEART OF BUSINESS THE CHARRETTE PROCESS Success in the New Urbanist Landscape From linear to whole Requires a change in your expectations and your approach to people and projects From one way communication to feedback From solitary hero to team player From competitive to collaborative relationships From autocratic to diplomatic From decide and announce to consensus From telling to learning From omnipotent authority to facilitative leadership From control to influence From paternalism to stewardship From restricting input to creativity From lock step to orderly chaos 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 6 j ._ l I 1 ..... _...._ I t: lfl~ ll t: THE HEART OF BUSINESS THE CHARRETTE PROCESS What is a Systems Perspective? •A system is an assembly of interconnected and interrelated parts that has an integrity and identity. •A community is a system. CHARACTERISTICS OF COMPLEX SYSTEMS e.g. communities 1 . Everything in the system is connected to everything else 2. Everything is the system is in relationship and acts relative to all other parts 3. All systems resist change. Systems have an innate tendency to (re)balance or stabilize themselves. 4. The harder you push the system, the harder it resists 5. A change in one part of a system has unforeseen consequences in other parts of the system, often with lags in time and across distances 6.Evengoodchangecanbeug~ 7. Lasting change takes time. Easy/obvious changes usually don't last 8. Problems and solutions lie within (not outside) the system. 9. Structure dictates function 10. There are limits to change in every system beyond which the stress on the system causes a break down 11 . The solution to one problem is the source of other problems 12. Effective, deeper leverage points yield greater or deeper changes. 321 SW 4th Avenue, Suite 201 , Portland, OR (503) 226 2858 sara@healthysystems.net 7 I I I I I : 'H c ... .,...... ... •• -\,... l _,' • l ·- THE HEART OF BUSINESS THECHARRETTEPROCESS Exercise • Review the list of characteristics shown on the previous page. •Use your own stories and experiences to bring these system behaviors to life. In the space provided, jot down a few of the stories you've heard for sharing bock in the large group. -~-~~ '5k~) ~'>'\.. ~ c.J..c.. ~ J }-.. (_~ 1<.. "4i ) 7Jh-.... u~W 4 ~'""',_._,~.~ ~ l'Jv~ \{c,v: J, f ~ £ ~"'')~' { f«vkf-JfJ cf.., l'"">-ll. ft-v~~ }_ ~~·7 J-~~~·1t ~ du ~J....Q k ~"YL;c_,J-, I-~ J7Jh,.._.CJ ~-..A c.J f(lff.1( -EJv~ 1i-J-~ ,-1 Jf/2_.J IJ-~ u5 ~ , 321 SW 4th Avenue, Suite 201 , Portland, OR (503) 226 2858 sara@healthysystems.net 8 I I I ' I I I I .. ~ ~- '-II I 1tl i l L . \I;.. I l THE HEART OF BUSINESS THE CHARRETTE PROCESS 10 Challenges to any Change •Ignore them and they will limit your opportunities. •They are the necessary resources for success. •They are a predictable. •They are not your enemies! Change is universal to all community design projects, land use planning, developments and the like. Remember that Change is what all systems resist. Strategies for change must be part of your repertoire as a public official, planner, designer or developer. The Dance of Change, by Peter Senge identifies 10 Challenges to Change. 1. Not enough time 2. Not enough help 3. It's not relevant 4. Not walking the talk 5. Fear&Anxiety-Am I Safe? 6. This stuff isn't working! 7. The True Believers and Non-Believers -Us against them 8. Who's in charge? 9. Reinventing the wheel! 10. Where are we going? In development and community change you experience these challenges as officials fear over liability; government officials resisting changes in the way they do their job; lack of understanding about the relevance of new standards; not enough time nor help due the overwhelming load if daily work; political infighting and turf battles that breed distrust and cynicism; community nay- sayers. 321 SW 4th Avenue, Suite 201 , Portland, OR (503) 226 2858 sara@healthysystems.net 9 I I ' r ' I I I I I t I I I I l ·C.u!a ''.:., THE HEART OF BUSINESS Systems Thinking THE CHARRETTE PROCESS Strategies for Successfully Facing these Challenges 1. Not enough time --integrate your efforts, reflect, find the right people, use time as a focusing device 2. Not enough help --solicit experts, perform research, coach and ask for help 3. It's not relevant --explain up front and throughout, reflect, faciUtate conversation 4. Not walking the talk --model collaborative behaviors, share information, make conflid safe, celebrate diverse outlooks 5. Fear &Anxiety --tolerate it, include, build relationships, respect diversity, model balance and openness, don't deny it in yourself and others 6. This stuff isn't working! --Align expectations of all, measure the same way, set realistic time expectations for results 7. Us against them --include, "translate", build bridges, look for common ground and Win-Wins 8. Who's in charge? --decision makers, due diligence, organize 9. Reinventing the wheel! --Communicate, communicate! 10. Where are we going? --Reflect, rethink The Charrette process and skillful Facilitation are two methodologies that recognize the profound, systemic change required in new urbanist developments. They are critical to your success! 321SW4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 10 LA CHARRETTE The 4-Step Charrette Process I I I A Sample Large Project Process •Public kickoff •Development meeting of three •Existing conditions assessment • Shared goals •Markel analysis alternatives •Preferred concepts •Public meetings •Public meetings •Team meetings Commission presentations 2 Phase I: Plan the Project • Hold a Planning Meeting with the Core Group -agree on Charrette purpose & products -draft the Charrette Process Roadmap -plan the Research & E.ducation Phase II Phase II: Research & Education • Outreach and Education Program • Base Data Collection • Conceptual Design • Kick-off Public Meeting 3 I I I Research: Determine the Strategic Levers • Political Landscape • Approvals Strategy • Client Needs & Goals • The Right Charrette Products Research: Getting the Right People There • Anyone who can ... PROMOTE IT, or BLOCK IT. • Anyone who will. .. LIVE IN IT, or NEXT TO IT. • Anyone who will ... SELL IT, or BUILD IT. Remember: Your greatest opponent often becomes your ally. 4 Education: Understanding of the "Rules of Retail"-Storefronts • Eight seconds to capture attention • Simple, clean displays • Night time lighting • Deadly 30 foot gap • Fill empty storefronts 8~~~ · DESIGN ~ARRETTE I "'------~cem]Jc:r llth,l~th, & 13t~, 2~~-----.J The Old H.llah. Tcm.ple j.~,..•~-~ .. _..._,..n.~ ~iftot"t6c~oi(~&.ILM~., 51 "Pa1~ ~ ~..,_..--flfs.rr• .. •i.-. j khJ.and. Ot'e&<J'"r. !.vci«7"09fdlw,C'_,•,MKl•-"--••ltj itr.i•~-llri ... r--'. I _....._,,.'""',.,.,.,...,,,.._.,.--_.~-. ~-........ . i ·~-~,·'.~ jnlis:s1.lmdwiemd~:plm.h'ti.j '. .... ~~=--~~:! ~.~~ ==~~~-~ . ~--•---...a.a.mi .,' =-~=~::::..~~ , . P,c--•·lill><~ ~1d ===~~~:-J ,~~ ;,,,.mg-hUdaniw.21. I . J L.,*~~~F~ I ·m_ ... n. ,., •• __ .... -..al it:~~~~ ~.IS, 't.ft.J•lllt-Nllll:M ..... -i • ~a-.ttD°b&Pd:ti:~~ -~;i ~t~;:=.;~~ ~:.:-, ~imt.t-mc-emrcs. 1 baMCR lnfamilli!'.JD.Caea: I Knlllri<.,.... ... eau._n...q. ... i ·~"--······-;'541)>0:1"""-····' 5 Phase 111: Charrette • Set up a Complete Design Studio • Bus Tour • Site Tour Ashland Railroad Property °'3rn:t1c Schedule. Dec. 11-13, 2000 Monday 'foc1day ~clncsday I I A Sample Three Day Charrette 6 1po 1230 I I ~:II ~:II I 3::11 I I ~30 l 5::11 I i:ll 7f:11 I r Campbell Nursery Charrette Schedule. January 22-26, 2000 M-Rick&ll& a.,.. tilM'tbl Mttt..tllt.Ci.ty S•~ U:OOpa ·1:30i- u Cit"lhl•UN Lt.NCH Ui.V"llfi 1:00pa·3:00pa I.CA 1h• 'ants hU.000. ,.,.,. S:30]&'f:30pt. P9-tt.b OINt-ER htlicX..tac Paled Iwlm.:&JD IS~·l::»pt ,,_,.._,M \ni""5t1ll:OOpn. Lt.NCH IJllW1 W'id hblii Wbdcl: I P~W.,IHp J:JOpa ·5:00pa ...... -hl:k ... l~--f:S>p..-1~ OINt-ER Lt.NCH DINt-ER 'lka.W. ... ..,,.. Lt.NCH ..... ftlpdldp.wmk ....... ftm.\s--l't.noa OINt-ER Ptalht:iir::M ... P«fdWnp-11'.P 530Ja ·•:3e)ll ,,, A Sample Five Day Charrette Phase Ill: --· ~ flllliat ~J sn:&'1"4 U"<l'1'l ___J L--_....J ~ L-' L--l L___ :6;~~r- P:OOaa-lO:OOn. I 5.aio0tn-1ip ,... 11:00m.-ll:11CA. ~ Lt.NCH )- LCAlk••- "'""'""" ,... l:3SP91ll~pa ,... I I I I I I I I I I I I upair.Olllli • Present Principles of Neighborhood Planning PrJe ~ ~ ;_----: ~ "'-(.,\.~ )r") i 4·-QJul .,~'-! \,\ 4,) ....<, fcJ\l.v ~) ~ 1> IA~\:>..,_, w'f<-"J \ \. '-' \-v ~\/ vJ) v· 7 Phase 111 : Charrette Cross-functional Design Teams 1-------- Working at different Scales Phase Ill : Charrette Public reviews of"real-pmcf' design w~ mak;e short feed-back loops • Daily ' Pm-up" Kev1ews 8 Phase Ill: Charrette • Working on-site reduces rework Charrette • Designs are refined to reflect feedback 9 Phase 111: Charrette • Final Presentation Phase 111: Charrette Renderings IO Phase IV: Review, Revise, Finalize • Check the Charrette Plan ·--~"-l o..--.""" Wit,._..""" .......,_ ~fWIJt.•..,.•Slmlll ---~(I/Sf'•~} .__ ._... __ .. _ -T-..~ ....... """"'""' _,... W O-('lhC"""'-0 ......_..,....('tlotiC.,· 1rlDlCEa f!IAllJ)DQ'Wf'fTOTi.1' 8UIQI' WOllGllOP ft.'l[A."fOAL 1tA1Dm..1JY AJi'AI. T.118 ..,,....... """'° ...... °""" """""" '"''' ''"" .. ,,,. . ...... ..... .... . ...... ..... -..,.,~ .,,, ..... 11.IO IUI '-" .... '-"' ... ,_ .. ,._ .. "-"' .... . ... ,, .. -""' '·"' .... 11.0M. ,, .. ..... ,,., ,,.. ,, ... . ...... ..... ltO.f'I• . . ...... .., J,IOJ,lOO ........ . . . . ,,., ... . ... .... ... .. .. ..,,. .,.. ..,. ..,. ..... ,... ..... ,,... ..... ..... """ .... ......... """' .. ... ..... .1 • .- ·-'"' ,, .. .... "" Ul.J:• ,,..,,, l,'H)~ 17.121,?'1 '-" ..,. ...... ,, ... ... .. Review, Revise, Finalize • Charrette Follow-up Public Meeting -Catch those who missed the Charrette 11 LA CHARRETTE --:.::~· : : .·: :. :· Meeting Facilitation Skills .. 11 THE HEART OF BUSINESS THECHARRETTEPROCESS The Seaside Institute THE CHARRETTE PROCESS Quality Design Through Consensus Healthy Systems 321 SW 4th Avenue, Suite 201 Portland, Ore9on tel (503) 226 2858 fax 827 3534 email sara@healthysystems.net Thank you for your interest and participation in this training . The content contained in these materials have been learned ,crafted and refined over time with much effort (and love). Please honor the ownership of these materials by reading and adhering to the following Permission Statement. No one can use this material nor the content found therein for purposes other than this training for Seaside Institute. No permission is granted for photocopying without the express permission by the author (Sara Grigsby,dba Healthy Systems) on a case by case basis and in writing. When permission Is given (for all or parts of this material or content), recognition must be given visibly within the printed materials (Sara Grigsby, Healthy Systems www.healthysystems.net). Customized training and materials are available upon request. Copies of this training manual are available for purchase from Sara Grigsby. These materials and the content therein may not be adopted for use in other training or training materials. Any direct or indirect profit derived from use of this material or content belongs to Healthy Systems. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 1 THE HEART OF BUSINESS THE CHARRETTE PROCESS Healthy Systems THE HEART OF BUSINESS •Facilitation of Meetings •Project Management •Executive Coaching •Organization Development •Change Management Instructor Bio: --Sara Grigsby is a graduate of the Harvard Graduate School of Business Administration (HBS). She also received an MS in Rehabilitation Counselor Education and her BFA /Art Education degrees from the University of Tennessee. Sara is an organizational development specialist who has worked in a variety of corporate, and health & wellness settings. In 1991, she co-founded Health Care Coalition, a consulting firm specializing in hospital operational improvement. In 1995, Sara started two companies, HEALTHY SYSTEMS and NEW TRADITIONS IN HEALTH, both located in Portland, Oregon. HEAL THY SYSTEMS is an organizational development firm that provides integrated solutions to business. It provides services to align the people, processes and strategic direction of an organization -for the health of the organization and the well-being of its employees. HEAL TH Y SYSTEMS provides consulting and customized training for organizational effectiveness -meeting and project management, facilitation, change management and strategic planning. For individuals at work, HEAL THY SYSTEMS provides integrated wellness programs that include practice classes, infrastructure development and culture change support. Clients of HEALTHY SYSTEMS include Portland State University, Multnomah County, Mentor Graphics, National Park Service, The Oregon State Lottery, Fujitsu Computer Products of America, The City of Gresham, and City of Vancouver. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 2 THE HEART OF BUSINESS THE CHARRETTE PROCESS Facilitation Principles & Skills You will learn to •Identify your desired outcomes •Identify and accommodate all stakeholder groups •Turn conflict/disagreement into an opportunity for learning •Reach understanding and agreements •Be open and flexible within the process without giving in •Stay focused in the midst of many differing opinions •Trust these tools and skills to produce a successful outcome 321SW4th Avenue, Suite 201 , Portland, OR (503) 226 2858 sara@healthysystems.net 12 THE HEART OF BUSINESS Overview •In this section of the training, we will •Lay a foundation for the training •Provide a roadmap and framework to navigate THE CHARRETTE PROCESS •Introduce a language we can share for Charrettes and Meetings •Have a chance to know more about one another and the faculty 321 SW 4th Avenue, Suite 201 , Portland, OR (503) 226 2858 sara@healthysystems.net 3 I I L i e i sti u THE HEART OF BUSINESS THE CHARRETTE PROCESS Warm-Up • Name, Rank, Serial Number • What do you hope to get from this training? • What challenges do you face in your planning and development projects? Use the space below to record your answers and keep notes of what others say. 321SW4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 4 t ' I I I I I I I t ' l l THE HEART OF BUSINESS THE CHARRETTE PROCESS Facilitation Principles & Skills -t.St-1onllnw 18 Steps to a Better Meeting 1dopted from How 10 Mike Mectinu Work by M. Doyle ind O. Strauu 10. f«uo ....... _ pooMrm. in11w--y. 811hc .. nw limc. 17. Pnp-ru .,...., _....... 11.Follow·Up..,Anionl_..... andbo.pntol'Wlrw1<1mftllng. 5.INl'Dduction.andc•poc'lal ..... '-ClorlydefilW~ 7.ltrriirw.~andonkra.,-nda 1.5.ot deiortinwllmii. ,.~.:t-1-fromptwriou•~"I \l.~•hA.a .... 11-\2.~dwC.-pM--y \l.Set ,..,.,. ..-.ingd.w..,,.. plilltt H.E....i...ic.-.i"I I!. Owe -'i"I m.p1y and pootivdy 1"0-...., ...... _._se,_ The image above shows o step by step process to run on effective and efficient meeting. The CHARRETTE process that we have covered is a customized version of this "successful meeting process." The overall PURPOSE of this section of the training is to provide you with principles and tools for facilitating an effective and efficient meeting. In this section we will focus on o few critical features of meeting planning and facilitation. PLANNING • The role of the facilitator •Decision Making options and strategies •Writing Desired Outcomes for your meeting •Stakeholder Analysis FACILITATION • Keeping a meeting on track • Reaching agreements and building consensus • Dealing with diverse, potentially conflicting situations • Cultivating self awareness in order to be more proactive and preventive in your meetings. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 13 I , l I t I I I I l I l I t ----~~~----~~----------------------------------------. I • r 4 * \... \ ....; \\... 1 1~ THE HEART OF BUSINESS THE CHARRETTE PROCESS What is a Meeting? EXERCISE: 1. What is a meeting? 2. Why do we have Meetings? 3. What types of meetings are conducted during a typical planning and development process? 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 14 'H , C t ~ < I J . i l ,._ THE HEART OF BUSINESS THE CHARRETTE PROCESS What & Why Facilitation? EXERCISE: FACILE, adjective • 1. exhibiting or possessing skill and ease in performance • 2. moving or performing quickly, lightly and easily • 3. posing no difficulty • 4. assured; poised FACILITY, noun • 1. ready skill in expression • 2. the ability to perform without apparent effort; aptitude FACILITATE, verb • 1. to make less difficult; to make easier Facilitation is a noun that means to make easier. When facilitation is needed, it is often because there is a real or perceived roadblock, conflict, confusion, or frustration. 1. What does it mean to facilitate a meeting? 2. What ore some circumstances that you con think of that could benefit from facilitation? 3. How do facilitation and consensus work together? 4. What is the difference between a facilitator and facilitation? 5. What does ittoke to make something easier? 6. When might you need a formal facilitator in a meeting? 7. Is facilitation a full-time job during a formal meeting? 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 15 f, I ., (,_ ~ ..f., ' r ) -') '-111 IU .stit tc. THE HEART OF BUSINESS THE CHARRETTE PROCESS Facilitation & the Facilitator Facilitation involves appropriate and timely prevention and intervention during a meeting. An effective facilitator recognizes strategic situations and acts on them. Successful facilitators help groups reach their Goals. In addition, facilitators assure that members feel safe, heard, and understood by team members. Finally, facilitators recommend meeting process and honor that process throughout the meeting. Becoming good at facilitating meetings is like mastering anything in life. You can learn the rules and standards but beyond a point , mastery takes practice, practice, practice -and feedback from peers and mentors. In the simplest sense, we are always facilitating understanding and agreements --and the need for understanding generally comes before agreements can be reached. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 16 I I i t I i 1.....1 THE HEART OF BUSINESS THE CHARRETTE PROCESS The Bottom Line •People •Process •Results 3 Broad Goals of the Facilitator People: builds trust in the process and group; remains neutral; into process, not content; servant of the group; does not evaluate or participate. People: makes the meeting easier and more satisfying for participants; protects indviduals from attack; ensures participation; solicits input; encol.rages partidpation; deals with "problem people" Process: keeps the group focused on a common goal and process Process: gets agreement on common process and mmmon forus; suggests alternative methods and procedures; helps the group find Win/Win agreements; provides "process mmmercials" for understandng. Results: supports the group/team in arriving at Win-Win Agreements Results: supports the group/team in reaching Desired Outcomes An artful fadlitator facilitates for understanding and for agreements. She/he is fadlitating the MEETING as well as facilitating a FLOW. One is obvious, the other subtle --in your heart and mind. Fadlitating a FLOW of energy and work between people aeates an atmosphere of ease and openness in the envirorvnent. A large part of facilitating a flow comes from the inner state of openness, respect, focus, and commitment of the facilitator --which gets modeled to the team members. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 17 x I I I 1} THE HEART OF BUSINESS Your Mantra Get Focused and Stay Focused THE CHARRETTE PROCESS Get Focused and Stay Focused How might this apply to the meetings you attend and/ or facilitate? 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 18 iu t:' 111~ it t THE HEART OF BUSINESS THE CHARRETTE PROCESS Meeting Process and Tools The 18 Steps shown on a previous page can be condensed into five phases, starting with what must be completed BEFORE a meeting, then moving to START UP, next, the many tools and options to use DURING a meeting, steps for WRAPPING UP a meeting and finally what to do AFTER a meeting as follow up. Within each phase there are tools to use and standards to follow. Your challenge is to follow the steps, use the tools and adhere to the standards until you understand the rationale be~ind them. By knowing the components of a GOOD meeting, you can better diagnose issues in the meetings that you attend and recommend improvements. By knowing the components and attending to them, you lay the foundation for more effective and artful facilitation. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 19 ' t I l ._ L. 1uE :r, titutc THE HEART OF BUSINESS THE CHARRETTE PROCESS How to Run and Effective Meeting WHAT TO DO BEFORE A MEETING --Components of Effective Planning •Purpose: Purpose answers the question, "Why meet?" •Type: Is your meeting an information +/.or action meeting? •Context Answers the question, "Whaf s going on in the environment. Events and actions, especially surrounding the meeting, that could impact the meeting. What has come before? What will come after? What are the human dynamics? •Desired Outcomes: Measurable results you want. •Stakeholders and Attendees: Groups/views needed in the meeting and their representatives •Functions and Roles: Standard functions in the meeting and who will take responsibility for them. •Decision-making Options: Method(s) for making decisions •Agenda: The roadmap for getting to the desired outcomes. •Room Set Up: Arrangement of chairs, tables and other equipment for focus and effectiveness. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 20 l t I I THE HEART OF BUSINESS THE CHARRETTE PROCESS Tools and Techniques for Planning Identify Purpose & Type ABOUT MEETINGS: Meetings are occasions when two or more people come together to conduct some kind of "business." It can be over the phone or face-to-face. It can last one minute or days. A meeting is like a sample of the team's/organization's culture. The meeting culture is a microcosm of the way people are and the way people work with one another in the broader organization. Much of our time is spent in meetings. Therefore, if you can change the way people meet you can change the team's/organization's culture. Making meetings effective can be an important strategy for an organization. PU RPO SE: What is the broad purpose of the meeting or team? The answer to the question, "Why hold a meeting?" You then would write a short statement about the purpose. TYPE: There are three basic types: information (from +I or to), adion (e.g. problem solving, planning, decision making) and a combination of the two. Purpose and type work together. 321SW4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 21 ,. . ,-' h" ~ ,,. '"";- • '\..4 l t -..: I I•- THE HEART OF BUSINESS THE CHARRETTE PROCESS Tools and Techniques for Planning Articulate Desired Outcomes THE RESULTS YOU WANT from the meeting Desired Outcomes and an Agenda orient the group members to what topics will be covered in the meeting, in what order, with what process, and how long it will take to cover these Agenda Items. Desired Outcomes and Agendas are the primary organizational and time-management tool of the team leader and Facilitator. Desired Outcomes fall into two categories: Products such as "list" or "agreement" and Knowledge/Information such as "understanding" or "awareness." For Knowledge, you need to add a "SO THAT" to the end of your Desired Outcome that is measurable such as "so that the group is ready to move forward" or "so that we can decide on next steps." Here are some sample formats for your Desired Outcomes: Agreement on --- Shared agreement on ---- A list of ----- Agreement on a list of ---- Agreement on a working draft ---- A shared understanding of so that ------ Comfort with ___ so that the team is ready to move forward ... 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 22 I I I ' I ' ~" t: I t I s 't · E THE HEART OF BUSINESS THE CHARRETTE PROCESS Tools and Techniques for Planning Criteria for Desired Outcomes • Brief and Specific • Measurable •Aligned with Participant Wishes • Noun --not a verb Get agreement on the desired outcomes prior to the meeting. Desired outcomes are a means of focus and are critical to keeping the meeting on track. Criteria for writing a Desired Outcome: • brief, specific • measurable • conscious of participant's desires • not a statement of process (not a verb) Examples of poorly defined Desired Outcomes: • Discuss the up-coming presentation. • Customer input on new product. • Planning for division chiefs Examples of clearly defined Desired Outcomes: • Agreement on a start date for the new project. •A list of employee concerns that need to be addressed. MINI-TEST: 1.List some topics covered in recent meetings. Make a list along the left side of the page. Save a bit of space between each topic on your list. 2. Now, to the right, rewrite each "topic' as a Desired Outcome. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 23 I I I -' .. . \;;' i)'~)~(..1 1 - THE HEART OF BUSINESS THE CHARRETTE PROCESS Writing a good Desired Outcome Exercise # 1 Directions: 1. Turn to a neighbor and work in pairs to a>mplete this exercise. 2. Review the list below. ''Things to Cover in our next meeting" 3. The list below was created at the end of a meeting, in Wrap-Ups, by the members present. They agreed that the meeting would last for two hours. From this list, create formal Desired Outcome statements. 4. Be ready to present to the larger group. NOTE: You may make assumptions as you create your Desired Outcomes but be ready to present and explain those assumptions. ''Things to cover at our next meeting" (a 2 hour meeting): figure out who should be involved Identify levels of outreach for stakeholders Determine engineering research I.e. trees, geotech Strategy for approval process Exercise #2 Answer the following questions. 1. How can having Desired Outcomes shorten a meeting? 2. Should you get agreement on Desired Outoomes during Start-ups? 3. How do you know when and if group members understand the Desired Outcomes for a meeting? 4. When and how do you create Desired Outcomes? 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 24 I t f l c ~ t t ( ,r t t t f Sli L THE HEART OF BUSINESS THE CHARRETTE PROCESS Tools and Techniques for Planning Identify Stakeholders & Attendees • A stakeholder is a group or individual that needs to be represented in a meeting in order to reach the Desired Outcomes and overall team purpose (charter, objectives, etc.). Stakeholder and Attendee Analysis identifying the WIN for each stakeholder group Stakeholder "WIN" Attendee 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 25 t I l THE HEART OF BUSINESS THECHARRETTEPROCESS Tools and Techniques for Planning • Members Plan Roles • Timekeeper • Scribe/Recorder • Facilitator • Observer • Guest Presenters Planning Roles An important part of planning a meeting is the identification of and strategy with regards to role assignments. Who has the skills and abilities? Is there training needed? Can one person scribe AND facilitate? Do we want to rotate the roles so that more people can participate? REMINDER: Meetings go astray because of role absence, role confusion, or multiple functions held by the same person. Be clear about the functions and who will play the roles. Manage the roles proactively and consciously and plan for them BEFORE the meeting as much as possible. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 26 I l . '..., ' .., THE HEART OF BUSINESS THE CHARRETTE PROCESS The Charrette F aci I itator • Watches process within & across meetings • Provides process options and tools • Upholds principles of town planning • Promotes inclusion, safety and trust • Plans and strategizes with client and stkhrs. • Focuses participants on Desired Outcomes • Gains agreement on a plan The "PURE" facilitator is a neutral servant of the group and does not evaluate or contribute ideas. The responsibility of the facilitator is to help the group focus its energies on the task by suggesting methods and procedures, protesting all members of the group from attack, and making sure that everyone has an opportunity to participate. The facilitator serves as a combination of tool guide, traffic cop, and meeting chauffeur, plaming all pre-meeting and post-meeting logistics. As a neutral facilitator you might say, "/am here to help you work through your Agenda. I will not be contributing ideas on content, but I will be contributing ideas on process. I will make suggestions on how to proceed. If anyone feels that they are not able to participate for any reason, please let me know. I will also be overseeing the time and the recording of information, so I may ask the timekeeper (if there is one) for the time, and I may prompt the recorder to write key words and phrases that I hear the membership say. My goal is to help you get through the Agenda in order to reach your Desired Outcomes in the allowed time, and in an atmosphere of respect, inclusion, and ease." Facilitating a Charrette: It is the role of the Charrette facilitator to promote a safe environment, to adhere to the ground rules, to overcome the distrust that is often inherent in the community. Facilitators of Charrettes must uphold the three goals of facilitation ---people, process and outcomes. However, the Charrette facilitator is not entirely neutral to the content of New Urbanism and as such must delicately balance a neutral role against a non-neutral role. Specifically, it is the role of the Charrette facilitator to uphold the principles of good town planning. Two strategies: 1) Make sure you get agreement up front from your client that you will be able to uphold these principles and 2) Early on in the Charrette, educate and gain agreement from the participants on a list of Principles of Good Town Planning. Then remain neutral within this framework. EXERCISE: How would you introduce yourself and your role as facilitator in a Charrette?" 321SW4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net ·27 I u .. i t-r._ tit ·tc THE HEART OF BUSINESS THE CHARRETTE PROCESS Tools and Techniques for Planning Select Decision-Making Method • DECIDE BEFORE the meeting and before disagreement • INTEGRATE and ALIGN with the broader organization's decision-making method • BE EXPLICIT at the meeting how decisions will be made and be consistent • HAVE A PRIMARY and a FALLBACK method ..-.,. There are five at least five decision-making options to draw upon and a number of variations from this theme --from leader decides and announces to voting to pure consensus. It is critical that the option(s) be decided before the meeting. It is also critical that in the meeting start-ups the chosen option(s) are announced, and agreed to and understood, including the fallback option, if there is need for one. Being clear up front about how you will make a decision is a very significant prevention. You know the saying, "An ounce of prevention is worth a pound of cure." Selecting a decision-making method is a conscious choice. Many times decision-making is assumed but not thought through. Teams are told in passing that they will be making decisions "as a team" and they may assume that this means by consensus. Don't assume anything about how decisions will be made. In fact, after your team has identified its decision- making method, test it with, ''What-If Scenarios" to see if in fact that method holds true to reality. As a facilitator, the decision-making option that your team is using will make a tremendous difference in how you plan and facilitate a meeting. 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 28 THE HEART OF BUSINESS THE CHARRETTE PROCESS . Tools and Techniques for Planning Decision Making in The Charrette Process FACTORS TO CONSIDER WHEN CHOOSING A DECISION MAKING OPTION: Your Stake in the desired outcomes, your scope of Authority, Time, Experience, Team development, Impact of decision, Broader context for decision, Ideas/Opinion of the group sponsor, Law or policy, Boundaries of team/group authority. Decisions made at Charrettes may not be the final decisions of a design and development process. A Charrette creates a plan that is often then routed through a political, legal and bureaucratic decision-making process. EXERCISE: DECISION MAKING IN CHARRETTES 1 . When we use the word consensus in charrettes, what do we mean? ( t ~h; ~.J. s~\.D ~ c,.~,1..-b.., Cil\ ~ ~ .....,..11 ~~ :~ .k ky ir r/?)~ ~ 2. Given your position in planning and development projects, what are your rjof...<) -'~ concerns and questions related to decisions and agreements? 3. How do you balance the need for input and buy-in with the need for final decisions and timeliness? 4. How are trust and decision-making related? 5. What does consensus within parameters mean? 321 SW 4th Avenue, Suite 201, Portland, OR (503) 226 2858 sara@healthysystems.net 29