Actually, I didn’t say much about Day One last night. I can’t give a blow by blow of this event, so I’ll stick to the high points.
I’m here in Portland with Kiel Schmidt (aka Archop) attending a National Charrette Institute training on how to do a charrette, which NCI defines as a “multi-day collaborative planning event that engages all affected parties to create and support a feasible plan that represents transformative community change.” In other words, a charrette is an event in which interested parties can participate in the planning of something (e.g. a revitalized downtown) by sharing design-related desires and insights. (Coincidentally, while we’re here, the public meetings related to the new Downtown planning process, including a future charrette, have begun back in Fresno.)
Our instructors, Bill Lennertz of NCI, and Steve Coyle of Town-Green, are very experienced and knowledgeable. They have a habit of answering questions with examples, which enhances my understanding. At the same time, they’ve done a lot of work to pull out some general principles and best practices behind good charrettes. They have also developed some great tools to help with charrette planning in particular.
Bill and Steve have made it very clear that they really do believe in the power of public, transparent collaboration among all stakeholders to achieve better plans and designs, better buy-in, and decrease costly reworks. On the other hand, the way they have posed some of the problems and exercises reveals some indeterminacy in this stance. For example, at times they have recommended processes of developing guiding principles or alternative plans that emphasize the role unelected powerholders and de-emphasize involvement by the communities that will be affected by the plan or design.
I really respect Steve and Bill’s experience and appreciate their insights, gained over many projects. But I have come to realize that the charrette methods they have developed truly are their own proprietary version of charrette methods, the NCI Charrette System. In the framework of the NCI system, the traditional relationships among clients (usually, a jurisdiction or developer), consultants, and other stakeholders still holds. Ultimately, the consultants work for the client and the implicit focus remains on the client’s needs. Bill and Steve argue that clients need the collaborative charrette process to achieve transformative change…but the focus is still on the client’s needs. Hence, the community participates because their participation decreases the chance of failure.
Maybe this is enough for now. Last day is tomorrow – looking forward to more good stuff.