Planning for Places

8/14/2019 Planning for Places

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Planningfor placesDelivering good design

through core strategies


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Published in 2009 by the Commission forArchitecture and the Built Environment.

Graphic design: Fluidesign.co.uk

Printed by Centreprint UK Ltdon Revive recycled paper.

All rights reserved. No part of thispublication may be reproduced, stored

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CABE is the governments advisor onarchitecture, urban design and publicspace. As a public body, we encouragepolicy makers to create places that workfor people. We help local planners applynational design policy and offer expertadvice to developers and architects.We show public sector clients how tocommission buildings that meet the needsof their users. And we seek to inspire thepublic to demand more from their buildingsand spaces. Advising, inuencing andinspiring, we work to create well-designed,welcoming places.

CABE1 Kemble Street London WC2B 4ANT 020 7070 6700 F 020 7070 6777E [email protected]

This publication is availablein alternative formats on requestfrom the publisher.

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Contents

Why spatial planning helps 3deliver design quality

Tell the story 7

Set the agenda 15

Say it clearly 21
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Why spatial planning helps deliver

design quality

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An efcient planning system and a good spatial planare essential to achieving high-quality places andgood design.

All local authorities must produce a core strategy, thedocument which describes their vision or their placeover the coming 15-20 years. It is a vital tool in helping

to deliver quality, so getting it right is one o the mostimportant tasks acing planners today. CABE hasbeen working with local authorities to see how designquality can best be embedded in emerging strategies.

Planning policy statement1 (PPS1) sets out thegovernments policy on delivering sustainable places:good design is indivisible rom good planning. CABEbelieves that good design will be acilitated by a corestrategy that is based on an understanding o a placeand that has a clear vision or the uture. The corestrategy has to go beyond generic design policies tocommunicating an understanding o place and a visionor changing things or the better. A clear idea o howa place works is needed to manage its uture quality.

In the built environment, design is the key

decision-making process. At the strategic

level, it creates the vision for places. At a

more detailed level, it describes how we want

them to work, look and feel. Good design is

not inevitable. It needs to be championed,

invested in and worked at

Good design: the fundamentals, CABE, 2009

Design isabout thespatial vision,

its not aboutthe detail of

shop fronts

Planning for placeseatures quotes bypanel members atCABE workshopsor local planningauthorities. Thesequotes are locatedin the columns oeach page


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Why spatial planning helps deliver

design quality

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Key message for local authorities

Tell the storyA good core strategy needs to tell the story o theplace, explain how it works and highlight its qualitiesand distinguishing eatures. Telling the story helps every-one understand how the qualities o the place have

shaped the strategy and its priorities or uture quality.

Set the agendaUse the core strategy to say what is wanted orthe area, express aspirations and be proactive andpositive about the uture o the place and say howthis will be achieved. Set out what is expected interms o design quality and where necessary providelinks to the relevant development plan documents orsupplementary planning documents.

Say it clearlyMake the core strategy relevant and understandable toa wide audience. Use diagrams to inorm the text andcommunicate the strategy and show what quality oplace means.

More inormation on design and place making onCABEs website www.cabe.org.uk

For plan making advice see CLGs Plan MakingManual on the PAS website www.pas.gov.uk

What CABE is doing about core strategies

CABEs ocus is on design, but its work is not limitedto design policies. Having held more than 50workshops with local planning authorities, CABE knowsjust how challenging it is to write a core strategy thatwill deliver good design.

With the help o a panel o independent proessionalexperts, the workshops discussed local authorities corestrategies, the challenges they ace and their ideas orthe uture. The workshops supported local planningauthorities in improving their core strategies andcontributed to CABEs knowledge o placemaking.

What the workshops have shown

Local authorities oten have the knowledge and abilityto develop a spatial strategy but dont alwayscommunicate this spatial thinking in their emergingcore strategy. Too many core strategies are ocused onindividual themes rather than integrating these themesinto a spatial approach.

The vision or a high-quality place and the strategy

to deliver it oten needs to be more clearly set out,with greater emphasis on how places can be improved.Simply including a policy on design will not delivergood quality development. You should add maps,diagrams and photos to depict the local area andto communicate the strategy. It may also be helpulto include photos o quality places, both locally andoutside the area. This is a huge opportunity or plannersto be strategists or the uture quality o places.

You havethe passionand the

knowledgein your head.Weve heardit today, andnow we justneed to see

it written
http://www.cabe.org.uk/http://www.pas.gov.uk/http://www.pas.gov.uk/http://www.cabe.org.uk/


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Your authorityis not anisland! You

need to showwhere it sitsin the regionand how itrelates toother towns

and areas

Tell the story

A good core strategy needs to tell the story o theplace. This should be told in the vision and in thestrategy itsel. The story can be told by:

explaining the important history, context andphysical characteristics o the area

talking about the people who live there

describing how the area unctions understanding the relationships that exist with the

wider area understanding the opportunities a place oers.

Think about how a place will work in the uture, what itwill look like, what it will eel like, how people will useit and how will it be dierent rom other places. Try notto ocus on just housing allocation numbers or landuses.

A good core strategy does not need to be lengthy. Itis about distilling the knowledge and evidence abouta place, its communities and its uture. Focus on thekey issues and priorities that are relevant to the place.Build on the opportunities the place oers to make the

most o development and investment.

From understanding and clariying the story o theplace, it should be clear what is important to thatplace, what makes it special, and why.

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We reallyneed to focuson place, and

the placesthat make upyour authority.How does itfeel and worknow and into

the future

Questions to think about when telling the story

Is there a clear description o the special charactero a place and how it unctions?Does it recognise the choices acing an area?

Does it express the role the place plays in thesub-region and region?

Who lives there and why?Is it clear how the physical, economic, environmentaland social inuences have shaped the place?Does the vision set out what the place will be like andreect the characteristics and issues o the area?

Why a good story is important for design quality

Clearly expressing in the core strategy the existingcharacter o a place and how it unctions, andexplaining how this inorms uture choices will:

ocus the strategy on quality o place rather than onpolicies or housing numbers

clariy understanding and knowledge o the place -where it has come rom, how it is now, and where itis going

identiy important eatures o that place which needto be protected or enhanced

help scope dierent options, which can be tested help identiy the areas that are stable, will change,

and those that need managing and protection recognise the needs o the existing and uture

communities make it relevant, to engage people in the process. lead to a strong and locally specifc vision or

the area.

Tell the story

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s

cenicireland.com/

ChristopherHillPhotographic/Alamy

The Tower

Hamlets core

strategy uses

text, maps,

diagrams and

photos to

present a

clear picture

of the place

Case study: tell the story

London Borough of Tower Hamlets


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London Borough of Tower Hamlets

The 24

hamlets image

shows clearly the

places that shape

Tower Hamlets

The emerging Tower Hamlets core strategy is basedon the understanding and interpretation o the place.This has led to the identifcation o 24 separatehamlets that shape the borough.

The document has fve borough-wide spatial themes.Under the delivering placemaking theme, a locally

distinct vision has been developed or each hamlet.These visions, along with place-scale and local-scaleinormation, have been used to present a spatialstrategy or the borough.

The Big Spatial Vision or the core strategy isReinventing the Hamlets which has beendeveloped rom:

research into the historical hamlets, their location,unction and how they have grown and evolvedover timeresearch into how cities are structured

understanding the issues surrounding improvinghealth and well-being or the people o Tower Hamlets

a need to retain and develop local distinctivenessin Tower Hamlets

how local residents and visitors understand andrecognise the borough and the places that orm it.

The document, through text, maps, diagrams and photospresents a clear picture o the place. By understandinghow Tower Hamlets has evolved, it has allowed the localauthority to clearly identiy a vision or each hamlet,what needs to be addressed and how they are goingto achieve it or each place within the borough.

www.cabeurl.com/4

L

ondonBoroughofTowerHamlets
http://www.cabeurl.com/4http://www.cabeurl.com/4


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The London Borough o Camdens core strategypreerred approach consultation document clearly andsuccinctly sets out what makes Camden unique andidentifes the priorities or the area.

The document has achieved this by reerring tothe key locations and characteristics that people

readily identiy with Camden, such as Camden Town,Tottenham Court Road and St Pancras station. Ithas also given an overview o the population, thehousing type and quality, Camdens economic drivers,the transport linkages and environmental attributes.Importantly, the document recognises Camdensrelationships to neighbouring boroughs andwider areas.

The document also sets out eight key issuesand challenges, such as the quality o the localenvironment, the supply and cost o housing, crimeand saety, that the borough will be acing over the lieo the core strategy. These are in plain English.

Visuals would have strengthened these sections but

Camden is incorporating more photos and diagramsat the fnal publication stage.

www.cabeurl.com/5

2B

rianODonnell


London Borough of Camden

St Pancras

station is a key

location within the

London Borough

of Camden

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Unlessyouve gotsome clearer

direction inhere, youwont get whatyou want

Set the agenda

The core strategy is where the tough decisions needto be made. A good core strategy sets the agenda andsays how it will be achieved by:

taking the spatial approach that integrates themesand places

being clear and upront about what is needed to

achieve the vision describing how this will be delivered outlining when things will happen knowing what the priorities are.

The core strategy needs to have its oundation inspatial thinking. This requires an approach thatintegrates the needs o places with the dierent issuesthat need to be addressed. From this spatial approach,the distinctive characteristics o a district, city orborough can be taken to develop the strategy, ratherthan ocusing on thematic policies.

For example, to achieve climate change mitigation andadaptation objectives the local authority needs to takea holistic approach to what the uture o the place will

be like. This integrated approach ensures that climatechange is embedded in the strategy, rather than beinga thematic policy which is weighed up against other,potentially conicting, thematic policies.

By taking a spatial approach to the development o thestrategy, it will be easier to be specifc about what theplace will be like in 20 years time and to identiy thethings that are essential to achieving the vision.

15 TBC

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St Pancras International train stationis a key location within the LocalBorough o Camden


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You need to

put a triggerin the corestrategy tosay how youwill put gooddesign into

supplementaryplanningdocuments

Has the strategy considered the implications ochange and how that change will be managed?

Are there links in the core strategy to other localdevelopment documents?

Is there backing rom the rest o the authority, thelocal strategic partnership and other key partners?Have examples o other places that could inspire

change locally been identifed? Does the strategy set out the brie or areas that

need urther detailed analysis?

Why setting the agenda is important for

design quality

By being specifc about the priorities and expectationsand how the vision will be achieved, the corestrategy will:

show local authority leadership or prioritising highquality places

send a positive message about changeexplain the benefts that can be derived or existingand new communities

help everyone understand the goal and direction or

the area give a clear message to developers about

expectations or high quality design identiy what needs to be done.

Set the agenda

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It is important that the core strategy includes clearpriorities or design quality at dierent spatial scales,setting out the key principles with links to other localdevelopment ramework documents as necessary,such as area action plans and supplementaryplanning documents.

Once the vision or the place has been decided, thenext step is to identiy what is needed to achieve it,along with how it will be delivered and when. Forthis vision to be achieved, the core strategy needsrecognition, ownership and support rom the wholeo the local authority, especially its leadership.

Questions to think about when setting the agenda

What are the core principles behind the strategy? Are the priorities clear and have the tough decisions

been made?Does the strategy clearly set out what you want oran area - and where, when and how you want it?

Is it clear that quality o place is a priority? Is the emphasis on neighbourhoods rather than

housing numbers?What sort o liestyle will communities have?

What are the expectations or development? Could developers identiy what is wanted

and where?

It takesconfidence toinsist on the

right product.It will betaking a stepchange toask for highquality design


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Brighton and Hove City Councils revised preerredoptions document identifes seven key areas ochange or the city Brighton Centre and ChurchillSquare Area; Brighton Marina and Black Rock; LewesRoad; New England Quarter and London Road;Eastern Road and Edward Street; Hove Station Area;and Shoreham Harbour and South Portslade. The

document clearly and succinctly sets out what iswanted in each o these priority areas.

For each, a short introduction sets out the contexto the area, its role in the city, along with issuesand opportunities. A list o local priorities is thenidentifed as well as a mini vision which sets outthe preerred option.

The supporting text reerences other local strategiesand provides links to other local developmentdocuments, such as supplementary planningdocuments. A list o implementation actions identiyhow the preerred option or each area will beachieved.

The document clearly sets out the councilsaspirations or change and expectations or delivery.

www.cabeurl.com/6

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Case study: set the agenda

Brighton and Hove City Council

The importance

of the Brighton

seafront is

recognised through

a clear vision

and approach to

managing future

change in this area


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Use wordsthat youwould use

if you weretelling yourfamily aboutthe strategy

Say it clearly

A good core strategy is written in language thatpeople can understand. This is not always easywithin the ramework o statutory planning, but i acompelling story is told and priorities are identifedclearly the strategy can be presented coherently. Thecore strategy can be expressed by:

using plain English prioritising the important issues

being selective about the inormation containedwithin the strategy

using easily read graphics, maps,and photographs.

It is important that the core strategy is clear andconcise so that developers, the community, andthe local authority understand how the area will bechanging and when, as well as their role. Backgroundinormation should not overburden the core strategy,so be selective.

Graphics (including three dimensional ones) areessential in making the strategy easier to read and

understand. By explaining the strategy visually youcan reduce the length o the text. Maps can showthe topography, urban grain and regional context.Diagrams can express ideas. Photographs canhighlight the special qualities o a place. During thedevelopment o a strategy, mapping the strategy on aplan can help to clariy ideas and direction.

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Excite peoplethrough thecommunication

methods used.This shouldbe an excitingand engagingprocess!

Questions to think about when saying it clearly

Does the document use plain English? Is the strategy selective in its content? Are maps, diagrams and photos used to tell the

story o the place, explain the strategy or showbenchmarks?

Are the issues set out and the response to themshown clearly?Has the strategy been expressed at dierent spatialscales so that its implications are understood atthe neighbourhood, town, city, sub-regional andregional level?

Why saying it clearly is important for

design quality

Clearly articulating the core strategy using plainEnglish and visual aids will:

Help everyone understand, engage and contributeto achieving the vision

Create a clear link through the local developmentramework o expectations and standards

Ensure the core strategy is direct about issues thatneed to be addressed and clear about how theywill be dealt with

Let local people understand what the strategy isand what they can do.

Say it clearly

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Yorks preerred options document clearly andconcisely sets out the local and regional context, theissues that York is acing and the vision or the utureo the city.

In the frst section o the document, the issues andchallenges acing York are clearly set out, as well as

providing an overview o the opportunities. It alsoaddresses the geography o the area, the regionalcontext and the population trends, along with housing,employment, the historic environment, education,transport and minerals and waste. And it sets outthe ecological ootprint or York, which establishes abaseline or measuring climate change objectives.

The section on Yorks special historic and builtenvironment clearly identifes design quality as apriority or the area. This is reinorced in the proposedpolicy, particularly where it sets out the standard odevelopment that is expected:

encourage a strong sense o place throughmaintaining and enhancing local townscape and

landscape character, river corridors, street patternsand rontages (in particular York city centres medievalstreet patterns, urban spaces, burgage plots andsnickleways). Development should respect local ormand scale, and promote high quality standards ocontemporary design in buildings and the spaces andsuraces between, in terms o:

urban grain, with respect to the arrangement ostreet blocks, plots and buildings in determiningthe texture o the city;

Case study: say it clearly

City of York Council


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An understanding of how a place

works, what makes it special

and the opportunities it offers

is critical to developing a core

strategy. Planning for places:

delivering good design through

core strategieshas been produced

to help local authorities take a

spatial approach to their strategy.

Drawing on workshops, it helps

planners place good design at the

heart of their core strategies.

Planning for Places

Documents

Transcript of Planning for Places