Creating Successful Master Plans Cabe
Creating Successful Master Plans Cabe
Creating Successful Master Plans Cabe
successful
masterplans
A guide for clients
Many people and organisations have contributed
to this guide and we are grateful to them all. It
has been written by Joanna Averley (CABE) and
Joanna Eley (AMA Alexi Marmot Associates), with
substantial inputs from Peter Stewart (CABE) and
Lora Nicolaou (DEGW). Thanks also to Emma
Published in 2004 by the Commission for Architecture Appleton, Gwilym Jones, Paul Lavelle, Jon Rouse,
and the Built Environment Selina Mason (CABE), to CABE Commissioners,
Reprinted in 2008
members of CABE’s Enabling Panel and
Graphic design: Draught Associates colleagues in CLG and English Partnerships
who have contributed content, comments and
All rights reserved. No part of this publication maybe illustrations. Designed by Draught Associates.
reproduced, stored in a retrieval system, copied or
transmitted without the prior written consent of the
publisher except that the material may be photocopied The production of this guide is possible through
for non-commercial purposes without permission from the funding CABE receives from the Communities
the publisher. This document is available in alternative
and Local Government (CLG) and the
formats on request from the publisher.
Department of Culture Media and Sport (DCMS).
CABE is the government’s advisor on architecture,
urban design and public space. As a public body, we The guide aims to help you, as a client, achieve the
encourage policymakers to create places that work
for people. We help local planners apply national
masterplan you need. It offers advice based on
design policy and advise developers and architects, the experience of CABE’s Enabling and Design
persuading them to put people’s needs first. We show Review teams and members of CABE’s Enabling
public sector clients how to commission buildings that
Panel – to whom we are grateful. It accompanies
meet the needs of their users. And we seek to inspire the
public to demand more from their buildings and spaces. CABE’s Creating excellent buildings: a guide
Advising, influencing and inspiring, we work to create for clients, which provides advice to clients who
well designed, welcoming places. are commissioning buildings, Design review,
which provides guidance on how CABE evaluates
CABE 1 Kemble Street London WC2B 4AN
T 020 7070 6700 F 020 7070 6777 quality in architecture and urban design, and
E [email protected] www.cabe.org.uk Design reviewed masterplans.
Foreword
1.4 Masterplanning and design quality 16 3.2.4 The outline business case 57
masterplanning clients 20
3.4.1 A champion 62
64
2.2.1 Setting the framework and developing 3.7.1 Finding the right skills 72
2.3 Different contexts for 3.7.5 Official Journal of the European Union
2.3.1 Stimulate, channel or facilitate investment 34 3.7.6 Creating a positive working relationship 77
2.4.1 Prepare 39
2.4.2 Design 39
2.4.3 Implementation 39
masterplanning 43
4 Design 79
5 Implementation 95
the masterplan 83
4.5 Functionality 85
5.2.4 Partners in local delivery structures 101
4.7 Viability 93
5.5 Establishing the masterplan in
6 References,
3 Masterplanning / developer
competitions 149
Boxes
Box 10: The main elements of a masterplan 32 Box 25: Potential masterplan stakeholders 65
Box 12: Triggers for a masterplan 35 Box 27: Questions for a consultation event 71
Box 13: Sample masterplanning scenarios 36 Box 28: The masterplanning team 72
Box 29: A masterplanner’s core skills 73 Work sheets
Box 31: Key principles for your Box 42: EU thresholds for public sector
selection process 76 procurement (1 January 2002) 142
Box 32: Stages of the selection process 77 Box 43: Selection timescales 147
Box 33: The process and outputs in the Box 45: Things to think about 153
design stage 80
Implementation
Testing options at all scales: Almere Port 58 Creating value through landscape:
Introduction
Introduction
1.1 Why masterplan? developers and communities alike need to
think about physical change at a large scale.
We are in interesting times in the UK as,
perhaps more than ever before, we attempt to A masterplan addresses the multifaceted
improve our urban areas in a comprehensive aspects that make places successful:
way. Planning for change in the physical,
social and economic fabric of places is now • the quality of the buildings and spaces and
increasingly seen as a cohesive process, their management
which can be achieved through the input and
efforts of many professionals and local • the way these come together to
communities. People – residents, visitors and create unique places
ultimate users of the spaces and buildings
created – are at the heart of any masterplan. • built form in relation to history, culture
A successful masterplan will therefore set and landscape
out how to create and sustain excellent
places for living, work and play. • the provision of services
The issues that we are seeking to address • the engagement of local people and
in our town and city centres, on brownfield users in defining and being involved
sites, in housing market renewal and growth in the process of change
areas, are complex and sophisticated,
and the solutions need to match this • the economic and financial realities
sophistication. All those involved in
regeneration and development benefit from • the role of different agencies in delivering
adopting a clear strategy for the physical, investment and change.
economic and social transformation of
places. Masterplanning offers the method It is important to recognise at the outset that
for defining such a strategy. masterplans should not be seen as rigid
blueprints for development and design. Rather
Although the word ‘masterplan’ is not they set the context, within which individual
frequently used in government planning projects come forward. This document is
guidance, masterplanning has had a strong therefore about this strategic stage of thinking;
revival in recent years. The demand for but success will ultimately depend on the
strategic thinking about the process of urban delivery of great design at a more detailed
and rural change is growing rapidly, as local level. Therefore the process described here
authorities, regional development agencies, will help you develop your strategy, but there
urban regeneration companies, housing will be much for clients to do beyond the
market renewal pathfinders, private masterplanning stage.
10
Introduction Contents
Introduction
• attracting private sector investment
and identifying public and private
sector aspirations and roles Guidance outlining what should be included in
a spatial masterplan (the product) is already
• giving clarity to the roles and available in documents such as the Urban
responsibility of organisations involved design compendium, (English Partnerships and
in development or regeneration the Housing Corporation 2000) but little
has been written about the process of
• helping promote an area and market commissioning and preparing a masterplan.
its development or regeneration That is what this guide does: it is about process
and technicalities, identifying key client roles and
• helping to stitch new development interactions, and should be used as a reference
seamlessly into an existing community throughout masterplanning.
and heritage
It aims to help clients commissioning
• showing political leadership masterplans, especially those with limited
experience of the processes involved, working
• defining proposals that will deliver in an unfamiliar context, or using new team
high quality, sustainable buildings structures. It describes the different stages of
and public spaces thinking about physical change which culminate
in a masterplan that sets out proposals for
• helping coordinate the activities of buildings, spaces, transport and land use in three
different services in an area, eg dimensions. This then provides a framework
education, health and leisure within which designers and developers can bring
forward more detailed proposals. The sister
• celebrating the natural assets of a document to this guide, Creating excellent
place, for example the landscape, buildings: a guide for clients (CABE 2003),
topography and ecology. covers how to deliver these individual projects.
The guide reflects the issues and frequently Images drawn from recent projects have
asked questions that have emerged from been included to illustrate the wide range of
CABE’s work with masterplanning clients tools and techniques available to formulate
through the Enabling and Design Review and communicate the varied aspects of
programmes. It aims to record current best masterplans. They are not comprehensive
practice and provide comprehensive case studies, but highlight the types of
guidance of relevance to any client, whether outputs that clients could receive during the
private sector developer, local authority or design phases of the masterplan and give
regeneration agency. Readers may find examples of key issues. Some cases are
some of the content obvious and some new. illustrated in more depth in Design reviewed
We hope it will help masterplanners, clients masterplans (CABE 2004) and on CABE’s
and their advisers adopt a common language digital library at www.cabe.org.uk/library.
and approach to creating successful places.
Introduction
1.3 The definition of a • shows how the streets, squares and
open spaces of a neighbourhood are
masterplan to be connected
both the process by which organisations cycle, car or public transport, service
Introduction
Box 2: Situations where masterplanning is valuable
Introduction
Putting design quality at the heart
of the process: Southey and
Owlerton, Sheffield
Box 3: Good design principles for urban design and open space
A well designed place has the • legibility – a place that has a clear
following qualities: image and is easy to understand
• character – a place with its own identity • adaptability – a place that can
• continuity and enclosure – a place change easily
where public and private spaces are • diversity – a place with variety and choice
clearly distinguished • security – a place where the users feel
• quality of the public realm – a place with and are as safe as possible
attractive and successful outdoor areas • services – an appropriate and high
valued by people who use them quality services infrastructure
• ease of movement – a place that is
easy to reach and move through CABE, Design review (London 2002)
Good design adds economic value by: And good design adds social and
• producing high returns on investments environmental value by:
(good rental returns and enhanced • creating well connected, inclusive and
capital values) accessible new places
• making new places more attractive than • delivering mixed-use environments with
the local competition at little cost a broad range of facilities and
• responding to occupier demand amenities available to all
• reducing management, maintenance, • delivering development sensitive
energy and security costs to context
• contributing to more contented and • enhancing the sense of safety and
productive workforces security within and beyond developments
• supporting the ‘life-giving’ mixed-use • returning inaccessible or run down areas
elements in developments and amenities to beneficial public use
• creating an urban regeneration and • boosting civic pride and enhancing
place-making market dividend civic image
• differentiating places and raising • creating more energy efficient and less
their prestige polluting development
• opening up investment opportunities, • revitalising urban heritage
raising confidence in development
opportunities and attracting grant monies Bartlett School of Planning, Value of urban
• providing opportunities for wealth design (CABE and DTLR, London 2002)
generation by inhabitants
• reducing the cost to the public purse of
rectifying urban design mistakes.
Contents 19
Introduction
1.5 Being a Box 5: Client categories
successful client
Public (and quasi-public)
1.5.1 Identify the client • local authorities responsible for
Through CABE’s work with clients, setting planning policy for an area of
it is clear that the client has to be at the change eg. urban extension,
heart of all building and masterplanning regeneration of a declining area, or
projects. However, the client often reuse of a brownfield site
changes during the creation of the • regional development agencies
masterplan. A public body such as a • regeneration agencies eg. English
local authority may initiate the process; Partnerships, project teams for Single
a private developer or a regeneration Regeneration Budget, New Deal for
agency may take it on as it moves Communities, Housing Market
towards implementation. Clients may be Renewal Pathfinder projects
public, private or voluntary bodies, with • national agencies with an
private or voluntary sector clients being interest in the physical change of an
more likely to stimulate or channel area eg. English Heritage,
investment than to facilitate it. Despite Environment Agency
the number of parties involved and • public and quasi-public land
potential changes in role, the client is owners eg. transport authorities,
pivotal in creating a successful place. utilities companies
• organisations managing a large
estate of land and properties, such as
hospital trusts or universities.
Private
“You must have a client, and it does • large landowners on their own land
not matter how expert that client is: • a consortium planning to develop
that client has to be single-minded, land purchased for the purpose
must be a patron, and must not be eg. a housing area, business park
a substitute or a committee – or a mixed development.
neither work. He or she has to be
the individual in the organisation Community/voluntary
who has the authority, the vision • local residents and tenants involved in
and the financial muscle to make housing renewal programmes, who
the project happen.” are part of the client group.
Peter Rogers, Chairman, Strategic
Forum and Constructing Excellence,
‘The client and the design team’, in
Spence, R et al Interdisciplinary design
in practice, Chapter 3, p26 (Thomas
Telford, London 2001)
20
Introduction Contents
1.5.2 Success factors for “If you do not take trouble at the
masterplanning clients beginning, you will most certainly
Each masterplanning project is unique, be given it before the end”
with special local conditions of site, use Sir Hugh Casson foreword to Courtney
patterns, social context and the various Blackmore, The client’s tale, RIBA
organisations involved. However, the key Publications, London 1990
factors outlined below are relevant in all
cases and help clients create a context
conducive to a successful outcome.
These factors revolve around people,
communication and timing and are
reflected in the process presented in more
detail in the later sections of this guide.
Introduction
Provide strong leadership and
commitment to quality
Leadership is about vision, good
decision-making and proper communication.
A successful project needs a clear vision
and a client able to give and receive the
right information at the right moments –
clear communication smoothes the
entire process. Projects generally
require leadership to be provided by a
few key individuals.
Delivering design quality on the Project: Brindleyplace,
ground: Brindleyplace Birmingham
Masterplanner: John Chatwin
Today, with over one million square feet of Client: Argent Group plc
Be clear about your aims and the offices in ten buildings set around three Images: Argent Group plc
outputs you need public squares, Brindleyplace is recognised
Success is measured against objectives that as a successful mixed use, city centre
must be understood and shared by everyone development that combines architectural
involved. An important part of the process is quality with commercial reality. The story of
to reconcile the many, possibly conflicting, its development illustrates the need for a
aims and create a way forward that is masterplan that sets out key priorities and
accepted by and beneficial to the wider quality levels, while providing sufficient
community. As a client you need to have flexibility to respond to changes in market
a clear set of aims describing the kind of requirements and levels of demand.
improvements and changes you are
seeking. Your vision should be set down at The earliest projects demonstrated the
the start to inspire participants, stakeholders, developer’s commitment to create an
your team and the masterplanning experts. environment of the highest quality and set a
A masterplan involves multi-layered benchmark for future phases. This helped
processes and outputs; it is therefore create market confidence. The early
important to be clear about what you are creation of the central public space provided
trying to achieve at different stages and the a context for future developments and the
outputs, advice and decisions you need to careful appointment of different architects
help you proceed to the next stage. for individual buildings gives Brindleyplace
a distinct character. A strong emphasis
is placed on the ongoing stewardship of
the development to manage the mix of uses
and ensure that Brindleyplace continues to
be a safe, clean and interesting place to
work and visit.
22
Introduction Contents
Learn from your own and other Find the right teams and partners
successful projects In the final analysis it is people with the
The most effective decisions are based right talents who deliver a great project.
on thorough knowledge. Each project is One of your most important tasks is to
unique but best practice examples can select the people for your own team
clarify your vision and act as benchmarks and your consultant and partner
to check how well you are doing. If you organisations. You must define what
have little experience of masterplanning, you expect of each and then manage
you can develop knowledge and your relationships with them so that they
understanding by carefully examining work effectively together and with you.
relevant examples. Visiting places and You need to put as much work into
talking to people with your masterplanning choosing the right people and creating
team and key stakeholders or potential and managing relationships as into
partners will help establish common discovering inspirational projects and
values and aspirations and demonstrate best practice benchmarks. Your team
how good design can add value. needs to be skilled at working with a
wide range of people and groups and
be able to understand and respond
appropriately. Often it is you, not they,
who must manage the relationships
Give enough time at the right time between your organisation and all
The value of the client putting in time when partners or stakeholders. Finding
it is needed during the project cannot be partners who are committed and able
overstated. You need time to explore to deliver development on the ground
options, collect baseline data, identify and is a critical part of the process,
communicate with stakeholders and to especially for public sector clients.
decide what expert help to seek. Reaching
a clear understanding of the potential in
the project and familiarising yourself with
the context all take time. Early decisions
have a major effect on how the project
develops. They need to be the right
decisions, which means that taking the
time to explore the background properly
at an early stage is essential.
Contents 23
Introduction
Work with the context: physical, Work with stakeholders
economic and social A masterplanning project has many
Your process must start with an stakeholders, whose concerns,
assessment of the context, including sometimes conflicting, are primarily
its most important characteristics social and economic. Some may be
and opportunities, and refer back unaware of design quality issues.
to this assessment throughout its Others, such as funders, local groups
development. The masterplan will or businesses, the local authority,
affect areas beyond its boundaries transport and utility companies, have a
and this wider context must also be direct interest. The different priorities of
considered. A diverse range of issues all stakeholders need to be taken into
needs to be explored, for example the account. For example, for commercial
economic and social patterns in the organisations you need to demonstrate
area, existing transport and built form, through best practice examples that
archaeology, ecology, arboriculture, commercial needs and urban design
historic buildings and landscape. principles can be reconciled in a positive
When this baseline data is developed way. Stakeholders may include national
into a framework for the masterplan, and regional bodies whose policies are
realistic possibilities for implementation relevant to your area. The needs of the
must be debated and this may lead to existing local community and future
additional research and negotiation users of the area must be considered
with potential partners. and appropriate representatives
must be included in the stakeholder
groups. Setting up the framework for
consultation will help guide the plan
and gain consensus. Communication
with stakeholders can involve
considerable time, cost and skills, for
which you should plan and budget.
Introduction
Understand that masterplanning is Work in a collaborative spirit
a fluid process A multitude of people are involved in
The process of masterplanning goes delivering a masterplan. At the early
through several stages, during which stages, it is important that the process
the client may change a number of draws in the skills and commitment of a
times. How and why this happens wide range of people. Collaboration will
depends on the specific situation. therefore be critical. A critical partner
For example, a local authority may will be the local planning authority,
initiate the information gathering stage, as the plan should fit in with, or may
create a brief and then seek a private inform, local planning policy and will
developer to take over the development have to take into account other
of the physical masterplan, prior to developments in the area. A positive
implementation. Or the plan may relationship between you, your team and
continue to evolve over time, with new the local authority, involving mutual trust,
players entering as client at a later understanding and compromise, will
stage. As the client, you need to be help smooth implementation. The local
aware from the start of the overall shape authority may need to be flexible, as
of the process and who will have new concepts and changes for an area
responsibility for each stage or input. may not have been anticipated
Other factors could also impact on the in earlier statutory plans. All involved
delivery of the masterplan, for example must recognise that the right degree
the property market, available funding of control contributes positively to
and planning policy. It is important for quality of place.
the client to understand the aspects of
the masterplan that are essential to its There may be considerable time
success. Understanding where to be lags between putting together
prescriptive and where to be flexible and implementing a masterplan.
is a very important part of the client role. The outcome is more likely to be a
The ultimate objective is to create a success when the active client and
masterplan that can respond positively the local authority are jointly committed
to changes that add value, while keeping to carrying the vision through to
the essence of design quality and completion. Many large-scale
regeneration at its heart. masterplans, with extended delivery
periods, will see a change in key
stakeholders (and clients), so
commitment from a broad constituency
is necessary to ensure that the vision
is finally delivered.
26
Introduction Contents
Masterplanning
principles
This section sets the context within planning process by providing for greater
which masterplans can be used, outlines certainty and acceptance amongst all
the role they play and introduces the stakeholders as to the type of development
methodology for the masterplan process that is required. Increasingly masterplans
and product. It also describes different are being used to inform the revision of local
client approaches. plans and may establish new policies by
becoming one of the Local Development
Documents within the new Local
2.1 Masterplanning Development Frameworks. The Planning
and the planning Framework within which masterplans
will operate is set out in the Planning
system and Compulsory Purchase Act and
accompanying guidance, as summarised
2.1.1 Masterplans and the in Box 8.
development plan process
Delivering better quality urban design is a
fundamental objective of the planning Since the original publication of this document in 2004,
system. This has been reinforced by the national planning policy has been updated to include clear
changes that followed the Planning Green references to the role of good design in planning and
Paper 2002 and which have resulted in sustainable development.
the strengthening of planning as a way of
improving design standards. How a ‘Planning authorities should prepare robust policies on
masterplan relates to the land use design and access… based on stated objectives for the
planning system is critical, as this is the future of the area and an understanding and evaluation
Masterplanning can promote proactive ‘Good design is fundamental to the development of high
planning by providing an opportunity to quality new housing, which contributes to the creation of
involve the community in emerging design sustainable, mixed communities.’
solutions based around a clear design Planning policy statement 3: housing (CLG, 2006), para 13
rationale. It can also speed up the
28
Masterplanning
principles
Local Development Frameworks (LDFs), • Area action plans (where needed) are
which replace unitary and local used to provide a planning framework
development plans, comprise a folder of for areas of change and of 29
Local Development Documents (LDDs). conservation. These are likely to
These documents are of two types: include areas of planned growth and
Masterplanning
Development Plan Documents (DPDs) where regeneration is to be
principles
and Supplementary Planning Documents stimulated. Drawing up masterplans
(SPDs). LDFs must also include a clearly indicating the nature, type and
Statement of Community Involvement, design of expected development
specifying how local planning authorities for these sites may speed up the
intend to involve communities and planning process.
stakeholders in the preparation of LDDs. • Site specific allocations of land.
• A proposals map (with inset maps,
1 Development Plan Documents where necessary).
(DPDs)
DPDs form part of the statutory 2 Supplementary Planning
Development Plan (along with the Documents (SPDs)
Regional Spatial Strategy), and are the DPDs are supported by SPDs, which are
starting point when considering planning included in the LDF. They form part of
applications for the development or use of the planning framework for the area and
land. The main components of DPDs are: could include masterplans. They are not
• A core strategy, setting out the vision subject to independent examination
and strategic objectives for the area, and do not form part of the statutory
along with a spatial strategy, a number Development Plan. However, they
of core policies and a monitoring and are subject to rigorous procedures of
implementation framework. These community engagement in accordance
will apply across the whole of the with the authority’s statement of
local planning authority’s area or to community involvement and carry
certain locations, but generally not to significant weight in the determination
individual sites – these are dealt with of planning applications.
under site-specific proposals. The core
strategy should help deliver the vision
and reflect the unique circumstances of
a particular area. The emphasis given to
design will be what is appropriate locally.
2.1.2 Masterplans and development Box 9: What makes a sustainable
control community?
A masterplan carries more weight if it has
been prepared in consultation with the
public, formally adopted by the local planning Some of the key requirements are:
30 authority and is consistent with national and • a flourishing local economy to provide
regional planning guidance. It should also be jobs and wealth
consistent with local plans already adopted. • strong leadership to respond positively
Masterplanning
Masterplanning
redevelopment will act as a catalyst for
principles
regeneration for this area of South
Wales, providing new homes and
employment. The new development
adheres to urban design principles and
is linked to the surrounding towns,
landscape and topography.
main outputs that inform each other. you wanted at the outset and prepared
principles
1 Strategic framework A statement of aims and objectives for the physical regeneration
of large areas of land or parts of the urban area. It may consider a
much wider area than the spatial masterplan. The strategic
framework functions as the brief for the spatial masterplan. It is
based on analysis of the baseline data and incorporates potential
implementation processes. The term ‘strategic framework’ is not
in common use but has been used in this guide to describe the
3 early stage of the masterplanning process. 7
Section 3.2
Masterplanning
or the preparation of spatial strategies
principles
proposed as a result of changes to the
planning system. Box 11: Masterplanning: a responsive
and proactive process
2.2.2 The spatial masterplan
Principles of a spatial masterplan are that it:
Responsiveness relies on:
• has an overall vision, captured in a • reflecting and making the most out of
combination of words and diagrams,
the site’s existing assets
plans and illustrations
• recognising and capitalising on the
potential of positive market trends
• establishes the principles of development • recognising the importance of
in three dimensions and sets down the stakeholders’ aspirations which, even
different layers of proposed physical when contradictory, are a major force
change – buildings, open spaces, streets, which cannot be ignored
public transport and other infrastructure • recognising the different uses and users
such as utilities, telecoms, drainage, that can or should be accommodated in
(these may complement other forms of the masterplan, for example residents,
social infrastructure eg. employment visitors, wildlife, ecology, etc.
programmes for local residents)
Proactiveness relies on:
• seeks to show how an area can exploit • a comprehensive vision which links to
its distinctive features to give it a
identifiable proposals and action
character of its own
• establishing principles for development
which clarify what is prescribed and what
• explores, addresses and reconciles remains flexible
different requirements of key
• identifying specific and feasible
stakeholders and interested groups,
development opportunities
which may have conflicting yet
• the capability to act as a marketing tool
legitimate concerns
strong enough to change current ‘trends’
and the baseline market or users’
• is based on an understanding of the perceptions
delivery mechanisms for implementing • being aspirational, yet realistic enough to
the masterplan in terms of programme, secure some funding or investment
costs, funding and organisation. immediately.
2.3 Different contexts
for masterplanning
2.3.1 Stimulate, channel or facilitate
34 investment
The reasons for preparing a masterplan
are particular to the context and
Masterplanning
Masterplanning
of market interest modelling of business requirements
and opportunities
principles
• Delivering development on the ground may
take longer and be incremental, therefore
there may be many milestones
• Testing decisions at key stages will
be particularly beneficial
• A great deal of consultation is often required
Scenario 1 Scenario 4
A site owner develops a masterplan Masterplans are often prepared as part
36 in order to set the principles of of competitive processes, during which
development for a site. The main a public agency markets a site and
purpose is to establish the scale of teams compete to become the preferred
Masterplanning
development and therefore the value developer and perhaps the owner.
principles
Masterplanning
may change and the time between It is important to understand that the
principles
stages in some cases extends to years. stages are not carried out in sequence
– each needs to be tested against the
The process must follow a sequence, options and ideas in the other stages.
although the way different activities and There is significant overlap between
key players relate to each other varies, the thinking developed in each phase
and so the sequence may change. The of the process. In particular the design
various stages, described and illustrated draws on and tests the strategic
below, can be grouped into three basic framework, before developing a spatial
phases – prepare, design and implement masterplan and, very importantly,
– within and between which ideas implementation issues should be
develop and interact. considered from the preparatory
stage and continually tested through
How, by whom and when the different the design process. The main
stages are carried out depends on a activities involved in each stage
number of factors, including the are outlined in Box 14.
PREPARE
DESIGN
IMPLEMENTATION
DELIVERING PROJECTS
Presenting data to inform thinking:
Rotherham
Masterplanning
this, the scope of work for the spatial economic realities that will drive change
principles
masterplan will be established and and development should be assessed
resources identified. During this phase when preparing the strategic framework.
the client sets up in-house teams, These factors must be borne in mind
determining roles and responsibilities, constantly, from the outset through to the
and must establish relationships with creation of the vision and the three-
key partners and stakeholders. dimensional proposals, and refined as
A masterplanning team will be appointed, more information becomes available.
if required, to produce the strategic Once the spatial masterplan is emerging,
framework and it is important to use the implementation addresses how
most appropriate selection process. 33 development will actually happen, putting 77
The client role during this stage is to strategies and processes in place to Work sheets
provide leadership and vision, as well as ensure successful delivery. Masterplan
deal with the practical issues of securing clients also need to have a structure in
resources to carry out work, working in place within their organisation to
collaboration with partners and sourcing facilitate and review implementation and
background information. ensure that the aspirations of the plan
are met. If baseline conditions change,
2.4.2 Design the masterplan should be amended.
During the design stage a
masterplanning team evolves the spatial
masterplan by thorough analysis,
consultations, testing and refinement.
At the end of this stage there will be a
three-dimensional plan, which presents
proposals or aspirations for the
development of buildings, street blocks,
public spaces, streets and landscape,
but which does not design buildings.
The plan defines massing, heights,
densities, orientations, grids and blocks,
movement routes (both pedestrian and
vehicular), landscape, which existing
elements to respect, and other aspects
of relevance to the site.
Box 14: Stages and key outputs of masterplanning
5
Set down the strategic framework
principles
Masterplanning
• Test and develop the business case • timetable
principles
• Review and expand vision • funding
5 • delivery vehicles or agency
Prepare and test land use and plan • partners in local delivery
layout options • marketing
5 • management and maintenance strategy
Test against potential implementation • risk analysis
models and options 5
5 Where appropriate establish principles
Consultation – stakeholder consultation in policy
and feedback 5
5 Establish mechanisms for delivering
Prepare draft spatial masterplan including design quality in projects eg.
three dimensional urban design proposals • design briefs
5 • design guidelines
Development capacity analysis and testing • design codes
5 • team of architects and designers
Urban design refinement • competitions
5 • design advisory panel
Finalise spatial masterplan and report, 5
including implementation mechanisms Market the development opportunities /
find development partners
5
Delivering Projects
5
Monitor proposals against masterplanning
key principles
5
Review and amend if baseline
conditions change
Providing a masterplan
to facilitate investment:
Ipswich Town Centre
Masterplanning
client enters the process. In some instances others who will come forward with
principles
a client carries out the preparation stage detailed proposals. Controlling the
work themselves, in others they commission quality of the final proposal is a primary
consultants to do it. Other parties may carry concern, whether to support ambitious
out the design and implementation stages, aspirations, to change the perceptions
for example potential developers as part of and quality of an area, or in some cases
a competition. How and when external because of a poor track record in
professional expertise is sought, or delivering quality in the past. They are
negotiation and consultation take often in a position to exercise control
place, or an implementation partner is through the planning process as well
brought on board, is affected by the as through land ownership.
nature of the client.
The client is likely to appoint a
There are three generic scenarios, masterplanning team to prepare the
depending on whether a client is itself a strategic framework as a separate
developer, controls development exercise, or as a defined preliminary
(for example, as a local authority), stage to the preparation of the spatial
or is in partnership with a developer masterplan. Once the strategic
to encourage development of the framework is agreed, the client appoints
type they believe suitable. a masterplanning team to take the
design phase through to an
Client scenario 1 – developer client implementation strategy. The public
The land is predominantly in the control of sector accounts for the greatest number
a single body and is usually in private of such masterplans and exercises
ownership. In this scenario the client has a control primarily through the planning
great deal of control over the process from process, but sometimes as landowner,
preparation through to implementation and funder or development manager,
may be the developer for all or part of the eg. in a development agency.
land. The client is likely to buy in expertise
from a range of professionals and appoint
masterplanners early on in the preparation
stage. In-house professionals may prepare
the strategic framework, but their skills are
unlikely to include all those necessary to
achieve design quality, for which the client
may buy in external help.
Client scenario 3 – to appoint a developer partner. Developers
client in partnership may be asked to prepare masterplans as
This situation is similar to scenario 2. part of the competitive process, and they
In this instance the public sector client will therefore also have to appoint
body is confident that there is market masterplanning teams. For guidance on
44 demand and that private sector partners this process see Work sheet 3.
will be able to deliver quality, so it seeks
a private sector partner to deliver the The preferred developer works alongside the
Masterplanning
development. In this scenario the client to refine the proposals. Ultimately the
principles
public sector client commissions public and private sector organisations may
masterplanners to prepare a strategic enter into a joint venture to deliver the
framework that will then be used to proposals, under which the public sector may
develop a brief for a competitive process well contribute land assets and funding and
take a share of the development profits.
The stages of the masterplanning process • the internal and external funds available
outlined in section 2.4 are explored in more for preparing the masterplan
detail in the following sections. The • the local property market and strength
client role in each depends on a number or weakness of local demand
of issues, including: • options available in terms of delivery,
• how much design skill and experience for example reliance on private
there is in-house sector investment
• what time is available from in-house • whether the development is
people controversial
• whether the client is using the process • how closely the process needs to be
to develop general principles and controlled in terms of planning policy
development policies and the quality of the final development
• the pattern of land ownership including • the consultation and negotiation
potential for a compulsory purchase skills needed
order (CPO) • how easily the site can be developed in
• the role and power of local residents in phases, thus facilitating changes of
the decision-making process client during the process.
Variations on this model: 2.6 Next steps
• Some clients appoint developer This section has explained the principles
partners on the basis of their financial of masterplans and illustrates how
standing and record. Once the particular situations will create different
preferred developer is identified, the relationships and needs for clients. The 45
client and developer jointly appoint next sections look at the three stages
a masterplanner. This model should or components of masterplanning:
Masterplanning
only be used where the development preparation, design and implementation.
principles
is relatively straightforward, for The preparations stage makes
example a site which will be cleared, everything ready for design to take
and where the development place; while the design stage provides
parameters and quality aspirations the framework within which
are clearly identified. implementation will bring about the
desired changes to the physical, social
• In some instances it is appropriate and economic character of the area.
for the client to go beyond the
strategic framework stage and move
into the design of a three-dimensional
plan before selecting development
partners. This is the case, for instance,
where there are significant site
constraints, a complex mix of
proposed uses, a need to define the
key outputs and requirements more
closely, or where the buy-in of
local residents is of paramount
importance, for example in housing
stock transfer schemes.
‘Branding’ the environment to
assist regeneration: Corby
This section considers the preparation The full masterplanning process involves a
stage, when the client identifies its aims number of stages which may overlap to a
and how to achieve them, selects the greater or lesser extent and be carried out
people and groups who will be involved, by a range of different teams.
the client team, the masterplanning team
and the stakeholders, and creates the
strategic framework or brief which will be 47
used as the basis of the three-dimensional
spatial masterplan.
Prepare
PREPARE
DESIGN
IMPLEMENTATION
DELIVERING PROJECTS
Box 16: The process and outputs in the prepare stage
5
Set up in-house team
5
Identify the main stakeholders
5
Prepare consultation and communication strategy
for stakeholders
5
Select the masterplan design team
3.1 Identify aims and
objectives
The need for a masterplan is likely to
have been triggered for the reasons
outlined in section 2.3. Before embarking
on a masterplanning exercise the
client has to
Prepare
that the delivery of the masterplan will
depend on a range of parties who may
start with varying and sometimes
conflicting aims. For example, the public
agency may want to foster the welfare of
people within their jurisdiction, local
residents will be seeking an
improvement in their quality of life and
private developers may seek to optimise
an opportunity to make profits or improve
their assets. These different objectives
may well converge to bring about
change, so several needs and aims
may be defined simultaneously.
Prepare
A strategic brief derived the vision
and land use plan for a 70 acre site
adjacent to the town centre, by
placing the site in its geographical,
transport and planning context at
a regional scale.
Prepare
background material may still be relevant. needs and opinions.
Prepare
and the relationships between the meant to regulate activity and, if carried
public and private realm. out thoroughly, may actually reduce the
need for regulation.
Prepare
market and the potential financial benefits masterplanning route and context
to investors, public agencies or the within which the client is working. 3 7
local community Section 2.5 & 3.3
• how the masterplan and resulting Clients need to be realistic about the
development can contribute to meeting time, cost and effort it will take for
policy objectives, particularly where a consultants to prepare a masterplan.
public agency is leading the process and Generally the minimum expenditure is
seeking to regenerate the area between £50,000 and £100,000. This
• a risk assessment to review risks and fee may suffice for projects which are
constraints, whether financial, legal relatively straightforward, where there
or political, that could prevent is comprehensive baseline data, where
implementation of the masterplan, much of the detailed technical input
and how to manage them is to be provided from outside the
• potential catalysts for change in the masterplanning team (eg. traffic
economic base of the area or the nature modelling), where the design outputs (3D
of the site models, number of public consultations)
• practical aspects of how the masterplan, its are not over-ambitious and where the Section 4
design 33 and the implementation strategy masterplanning programme will progress 77
33 will be carried out, including identifying quite quickly (up to six months). For more 77
an appropriate budget and programme complex or larger masterplans, requiring Section 5
• consideration of broad issues and options a wider range of skills and more detailed
related to the implementation of outputs, the cost is more likely to be
development and delivery mechanisms. between £100,000 and £500,000.
Testing options at all scales: 3.2.5 The vision
Almere Port A vision for the area forms the foundation
of the masterplan. It describes, in words,
These diagrams show the use of generic images and diagrams (but not designs):
modelling to illustrate the impact of a mix
of uses at the scale of the building, block • the kind of place the area
and the city area. Such analysis can help should become
to consider the impact of different
development options on city character, • how much change is needed, of
building design and development what type and over what time
economics. Investigations of this sort are
needed to test the viability of proposals • realistic objectives for development
and ensure that they are fully understood.
58 • what is needed physically, economically
Project: Almere Port, Netherlands and socially in the area.
Client: Almere Municipality
Masterplan briefing: DEGW Some clients write a vision statement at
Image: DEGW the start of the preparatory stage and
include it in the outline brief. If a specific
Prepare
City Scale Block Scale Building Scale vision cannot be articulated from the start,
it may state simply a general preferred
outcome, for example regeneration of the
local area. Or it may look at specific issues
such as finding a positive use for
redundant land. The vision will be tested
and expanded through the ‘prepare’ and
‘design’ stages, particularly as the needs
of stakeholders and partners are
understood with increasing clarity.
Prepare
integrating its components with the
existing context and taking advantage
of the local assets.
Prepare
process. For instance, major landowners • identify the client team roles and who
usually have an experienced estates will fill them
team and local authorities employ • allow for other roles to develop as
planning professionals. Specialists need the project progresses
to be co-opted for the duration of the • set out objectives for each role drawn
project to complement skills not available from the project vision
within the client organisation. They may • define the facts needed at each stage
be appointed to assist in the early stages before decisions can be made
of the project, for example the • make clear who decides the brief,
preparation of the outline business case, the budget and, how to allocate
and may be retained to provide support to costs and time
the client throughout the process. • state thresholds for delegating
decisions
It is important that the leader of the client • provide for record-keeping, make
team, the project sponsor, 33 maintains a records of decisions 77
productive team by instilling a team • set project milestones, agree key Section 3.4.2
culture that: ‘sign-off’ stages
• have a process for testing and
• encourages and enthuses team evaluating decisions
members • specify a process for resolving conflicts
• plan for any feedback to client or
• helps keep the project on track – stakeholders that will be needed.
managing the budget, monitoring
time and quality
3.4.1 A champion Box 23: A project sponsor
A person in the client team should be
appointed as the guardian of the overall
aims and quality of the outcome, to A project sponsor should:
inspire the team to provide a high • understand the overall vision
quality result. This person champions • lead and motivate the team
the project, raising awareness of and • identify and support the skills of other
expectations for it, and has a particularly team members
important role in negotiating • communicate well within and outside
controversial situations, for example the organisation
if changes are required in local plans or • understand value and risk –
in people’s perceptions. The champion sometimes with professional advice
must be committed to the aims of the • know when a decision is needed
62 project and to the quality of the • know when a good decision has
outcome, and needs political and been reached
negotiating skills. The project champion • be tenacious in attention to both the
within a local authority could be big picture and the details
the Director of Environment or • have an appropriate level of authority
Regeneration, an elected member to take strategic decisions as required.
Prepare
Prepare
co-ordinating all the threads of will be achieved by making sure that the
the project knowledge and expertise of stakeholders
• controls and works within budgets is incorporated into the process.
• manages scope and change Sometimes many agencies and
control process organisations expect, and are entitled,
• monitors resource availability, to have a say in particular spheres, so
performance quality and document/ joint agreements are needed to get
data transfer consensus on the guiding concepts. The
• checks external team members’ steering group should help this process,
details (such as indemnity insurance) and ensure that key agencies able to
• arranges to document the project assist with the delivery of the masterplan,
properly to take it through to handover have had input at the early stages and
at the delivery stage. therefore are committed to making the
project a success.
Prepare
Public interests – political and Private interests
statutory bodies • landowners
• planning authorities • funders (short-term)
• highway authorities • investors (long-term)
• fire and emergency services and • developers
police authorities • management agents
• building control departments • occupiers
• statutory consultees and agencies, • utilities companies
eg. CABE, English Heritage • transport providers.
• public funders, eg. Regional
Development Agencies, English Community interests
Partnerships • local resident bodies
• local service providers, eg. the Local • local businesses and chambers of
Education Authority, Primary Care Trust, commerce
housing associations. • local employers and employees
• amenity groups
• local communities
• local politicians
• future residents and users
• visitors to the area
• children (who will probably be adults by
the time development is complete).
3.6 Consult and The client should prepare a consultation
strategy early on. It is easy to confuse
communicate with consultation with communication,
stakeholders publicity or marketing, thereby
raising false expectations, so processes
Stakeholder communication needs to be must be carefully planned. Consultation
carried out by someone experienced so is about an exchange of ideas;
that appropriate information is collected communication is about a one-way
without raising false expectations. Time provision of information.
should be given to consultation but not
so much that the project is submerged The consultation strategy should set out:
by it. The right amount of information is
needed at the right time. Input of the • who will be in charge of the process
66 wrong level offered at the wrong time
results in unnecessary frustration and • the aims, anticipated benefits and risks
delay for everyone. associated with the consultation
Prepare
sense of ownership through consultation
and discussion. This process is organic
and flexible and needs sufficient time
for the right decisions to be made, to
create the right partnerships and to be
sufficiently flexible to accommodate
ever-changing political, social and
cultural scenarios.
Prepare
variety of three-dimensional impressions;
Drawing allows expressive annotation
about possible uses or other details.
the public and interest groups that the skills and improve the capabilities of
masterplan team is actively involved in community representatives.
considering their area and concerns in a
thorough way, not simply tinkering at the
edges, even if solving the larger problem
will take time. The downside lies in
raising expectations that take years to
fulfil. Programme and costs need to be
dealt with frankly and realistically; but it
is good to bear in mind the confidence-
building effect of seeing something
happening sooner rather than later.
Box 27: Questions for a consultation event
Preparation Costs
What are the objectives and purpose What will be the cost of the event,
of the event? including preparation and follow-up?
Who will write the agenda? Who will sponsor the event?
How does the event relate to the planning
and design process? Professional support
Which stakeholders will be invited and how Will an independent facilitator be needed?
will they be contacted? What will be the role of other professionals?
How to time the meeting for maximum Should limitations be put on participating
convenience? professionals accepting related
How to reach people who cannot attend? consultancy work? 71
How will participants be briefed?
Organisation
Who will organise the event? Follow-up
How long will it last? How will feedback be used?
What equipment or specialised services How will the event be presented to the media?
Prepare
are needed? What sort of report(s) and/or drawing(s)
What sort of venue should be used? will be produced?
What facilities, such as refreshments or a How will the event be followed-up?
crèche, will be provided? Who will take responsibility for incorporating
ideas and giving feedback after the event?
team
Core specialisms
3.7.1 Finding the right skills • masterplanning
The range of skills needed in a • urban design
masterplanning team is wide and varies • town planning
from project to project. Selecting • architecture
appropriate specialists can be time- • landscape design
consuming but is very important. • traffic and movement analysis
Competitive selection should follow and planning
processes similar to those for any • economic development and
design project and be based on quality property demand
72 3 and value, not on cost alone. 7 • regeneration funding and delivery
Work sheet 1
Although many different specialisms Additional skills
may be needed in the course of a project, • project management
the central skills are those of urban • structural, civil and highways
design/masterplanning, economic, engineering
Prepare
Prepare
an additional set of skills to those • explain design decisions to a wide
needed for the design of a building audience/key stakeholders
or group of buildings. • manage the team, client input, budget
and programme effectively
• bring together key stakeholders
interests into a coherent whole.
3.7.2 Leading the masterplanning Dealing with different scenarios:
team Lower Lea Valley, London
The client must ensure that the team is led
by a strong individual experienced in A masterplan sometimes needs to play
masterplanning and able to co-ordinate several roles. The masterplan exercise for
the sometimes contradictory professional the Lower Lea Valley has dealt with three
approaches. The main criteria for assessing potential scenarios: with the Olympics, after
masterplanning skills are experience and the Olympics and without the Games. It must
references, which must be carefully both organise activities in space for a major
considered during the selection process. international event, and also use the
The lead masterplanner in the technical team opportunity to capture the maximum
draws together the policies and proposals put regeneration benefit for London. It sets out
forward by specialists into a single plan how the Olympic provision could leave a
74 focused on the original vision. The integration legacy of regenerated land and new facilities,
of landscape design and urban design is create new neighbourhoods, parks and
particularly critical in achieving this coherence. waterways and generate economic
In some situations the client’s project activity for London.
manager may be used to manage the
interaction between the client and the Project: Lower Lea Valley / London Olympics 2012 -
Prepare
Prepare
• things the masterplan is trying to define experience. Depending on the type of
and what will be left open skills needed, the RTPI, the RIBA, UDG
• current policies for the area and where or other organisations may be able to
they are subject to revision provide names for a long list 3. A short 7
• preliminary options for financing the list of three or four teams is then Section 6
partnership with the private sector or identified. These firms are asked to
a public agency prepare a more detailed submission for
• how the team will be selected: selection stage two and to attend an interview.
criteria, selection programme, Stage two submissions may request
submission requirements initial ideas about the methodology
• skills required of preparing the masterplan and
• outputs required from the selected identification of issues particular to
team, including client meetings, the locality. The client may set a fixed
consultations, reports (numbers level of budget and compare what each team
detail), presentations offers within that budget, or allow the
• programme for the masterplanning teams to propose their methods and
process their budgets.
• budget: this may be fixed in advance
or left to the competing teams
to determine.
The client must set aside time to provide Box 31: Key principles for your
information for the competing teams, selection process
and offering honoraria to cover some the
costs may encourage well thought-out
submissions. When making the final • candidates are treated equally
choice, it is important to consider the and fairly
amount of time that will be spent on the • the process is transparent and
project by the senior, experienced well-run
members of their team and the • there is a genuine intention to proceed
experience of the proposed team leader. • every candidate has adequate time
to participate
Occasionally clients consider appointing • the information required for the ‘pre-
masterplanners through a design qualification’ stage is not too onerous
76 competition. This approach is not • all candidates are told the selection
appropriate in most circumstances as criteria at each stage
it is generally premature for competing • all candidates have the same and the
teams to submit developed design ideas. most up-to-date information
Rather they should be appointed on the • all candidates are told all the
basis of a sound methodology, design necessary procedures
Prepare
Prepare
qualification factor.
Appointment
Stage two: A short list As soon as a choice has been made, the
This is narrowed down to a short list masterplanning team is appointed.
from which the final selection is made. A Contractual arrangements must be
professional adviser with masterplanning finalised and the timetable agreed. 3 7
Work sheet 1
stakeholders
• providing realism about funding,
phasing and delivery
• ensuring clarity is given about the priority
of certain objectives • communicating what is happening
to a wider audience.
• providing strategic direction to the team
when required
79
PREPARE
Design
DESIGN
IMPLEMENTATION
DELIVERING PROJECTS
Box 33: The process and outputs in the design stage
80 5
Development capacity analysis and testing
5
Urban design refinement
Design
5
Finalise spatial masterplan and report, including
implementation mechanisms
4.1 The design • what to expect in a masterplan
The table opposite outlines the steps • the importance of continuing to engage
that need to be taken during the design stakeholders in the masterplan
of the masterplan. This involves testing
the strategic framework, evolving • how to ensure that the masterplan Section 5
physical proposals and defining outline addresses issues of delivery. 3 7
implementation possibilities, to ensure
that they form a coherent and realistic
way to bring about beneficial changes.
Design
the design stage, most notably the
Urban design compendium, (English
Partnerships and Housing Corporation,
London 2000) and Urban design 4.2 What to expect in a
guidance (Urban Design Group, London
2002) and these should form part of the
masterplan
masterplanners’ library.
From appointing the consultant team to final
Once the masterplanning team is in masterplan is unlikely to take less than six
place and the design process underway, months and, depending on the size of the
clients need to be aware of: project, may take a year or longer. Key
milestones, consultations and decision-
• the iterative nature of the process, making points should be set, when the plan
with constant testing should be reviewed against the vision and
objectives before proceeding.
Box 34: The contents of a spatial masterplanning document
Design
architecture, buildings and public spaces design, architecture, design quality
in terms of design quality, set the and viability identified above. Part of the
standards to be achieved and provide process of testing the plan takes the
the framework for testing proposals? form of continued consultation and
communication with the stakeholders.
• Are the proposals viable in economic Much of the work described in sections
and market terms? 3.6 and 3.7 takes place during the
design stage, although it starts in
• Is the plan deliverable? What are the the prepare stage.
mechanisms to ensure delivery? 33 77
Some masterplans may not pass all the Section 5
Tests for the emerging proposals are tests. However, a basic CABE tenet for
outlined below. They relate to the key buildings also applies to masterplans:
components of vision, function, urban does it bring more to the world than
it takes away?
Box 35: Key tests for a masterplan 4.4 A ‘vision’ and
sense of place
The experience of CABE’s Design
Review Committee in evaluating a large A masterplan sets out principles that
number of masterplan proposals can be applied with a degree of
suggests the following tests. Does it: flexibility. A good masterplan has a
• reconcile economic goals and other ‘vision’ that helps shape what happens
public aspirations? on the site, giving it coherence and a
• provide an urban structure which is real sense of identity and place. Some
easy to explain and use; and robust sites might call for visionary design
enough for future cycles of quality, and some masterplans might
redevelopment? achieve it, but this is not true of the
• allow phased implementation? majority. Rather, a vision is likely to
• provide value if only executed in part? derive from an understanding of the
• provide a flexible and open-ended characteristics of a site, its history and
framework, able to respond to geography, to suggest how a sense of
change in demand? place can be created and related to
• achieve a sense of place and distinct what is there already. It is important that
local identity? the vision is not lost during the
• achieve something overarching – development of the design, so as it
the quality of the public develops, the plan must be constantly
84 realm/landscaping? checked against the original vision.
• integrate with surroundings so that
the area being developed and the Some aspects of the vision may go
surrounding area benefit from beyond the physical and change
each other? people’s perceptions of a place or alter
aspirations and expectations of local
Design
Design
through the process of characterisation
described in section 3.2.3. An urban Site planning should, from the
design analysis takes into account: beginning, include thinking about hard
and soft landscape design. Open
• the nature of the surroundings spaces are often a significant part of
beyond the site urban masterplan design. The more
flexibility required in future patterns of
• connections and desire lines built form, the more it will be landscape
between site and surroundings and design that gives coherence. Criteria
the patterns of movement of for well-designed open spaces must be
pedestrians and vehicles carefully thought through.
Establishing design principles
for neighbourhoods:
Cherrywood, Dun Laoghaire
Design
affected by this? solve. Poor connectivity may limit the
• Does it provide for vehicles success of the plan, whatever the quality
effectively eg. for maintenance, or of the subsequent design.
accessibility?
• Will it be sustainable, who will own Infrastructure and site conditions
and maintain it, and how will should be considered at the same
maintenance be paid for? time as above-ground connections.
They sometimes pose costly constraints
that need to be understood from the
outset, for example utilities connections
or diversions, ground contamination
and remediation or flood defence
requirements.
Using tools to test masterplans:
South Bank
88
Design
4.5.4 Roads, servicing and 4.6 Design quality
car parking
Accommodating the car has the single and architecture
largest impact on urban form and the
proportion of land dedicated to vehicles 4.6.1 Masterplanning and
can be large. Issues such as road design, architecture
vehicle access to plots and buildings, Masterplans usually define an urban
vehicle parking and public transport design vision, but should not define
contribute to the ‘anatomy’ of site architectural styles as this is best left to
planning and should be assessed at individual architects and developers
early stages of the development of the during implementation. However, the
plan. In a well-designed masterplan, masterplan should establish the aim of
a realistic attitude to vehicular design quality in architecture, and create
management is integrated with thinking a framework within which good quality
about landscape design. It should architecture can flourish. For some
not be regarded as a technical matter aspects of the masterplan it may be
to be dealt with only by traffic appropriate to give guidance as to the
engineers. Schemes that ‘wish away’ architectural approach, for example the
the problems of traffic may fail to relationship to a listed building.
reconcile the conflicts between Methodologies and tools to assist in the
vehicles and pedestrians. pursuit of design quality in buildings, for
example the use of design codes, are
Car parking is land-hungry and considered in section 5.4. 89
particularly hard to accommodate as
development densities increase. It is Many masterplanning teams include
therefore essential to address this issue people with architectural skills to provide
at the beginning of planning the site and wide aerial perspectives or indicative
not as an afterthought. Car parks can be ‘cameo’ views of what places or
Design
considered as public space in many buildings will look like. Pitching these
instances and designed as such to illustrations at the right level is an art in
contribute to positive amenity, with good itself. In the public consultation exercise,
landscaping and surface treatment, the presentation of architectural imagery
rather than being designed as a acts as a lightning conductor, for good or
necessary evil with minimum visibility. ill. At best, such an approach generates
far more memorable images than can
ever be achieved by a plan. At worst, it
can distract attention from more
strategic issues.
Communicating design
proposals to stakeholders:
Canon’s Marsh, Bristol
“The masterplanner will set down the “Until the 20th century, architectural
fundamental principles for a place, coherence came for free, due to the
but they shouldn’t be the architects need to use local materials. Now we
of the whole lot.” have to work harder to get it.”
Alan Baxter, Alan Baxter & Associates Michael Freeman, Argent Group plc
4.6.2 Coherence, variety and The strength of the masterplan lies in its
uniformity ability to accommodate change. Setting
A sense of place and coherence come standards by delivering high quality
primarily from the following qualities of projects early is important and will benefit
buildings and spaces: later projects and create benchmarks
against which they can be judged.
• scale For more information about
commissioning building projects
• compositional rules for building design see Creating excellent buildings:
a guide for clients (CABE 2003).
• grain of built form
4.6.3 Architectural heritage
• balance of diversity or uniformity. Many masterplans include buildings or
areas of historic value, whether statutorily
A Nash terrace and medieval streets are protected or not. The built heritage often
examples where these features can be offers important clues to achieving a sense
clearly differentiated. Until the twentieth of place – something which is much harder
century, coherence came easily, to do with a cleared site – and should be
as buildings, whether high status seen as an asset, not a liability. This applies
architecture or vernacular, conformed to to large and small elements, from whole
well-understood patterns that evolved buildings or structures down to fine details,
gradually and used a limited range of for example paving or street furniture.
largely local materials and a local skills A successful masterplan recognises the 91
base. Clearly this is no longer so and in the value of these assets and finds ways of
21st century the challenge is sometimes celebrating them by investing in their
to reign in the huge variety of possible setting. The plan should ensure that new
forms and materials. development does not make a weak
attempt to emulate the past, but instead
Design
The masterplan should set down the presents a positive view of contemporary
extent to which it is attempting to impose urban design in a historic setting. Building
coherence or uniformity on future in context (CABE 2001) provides some
architectural development. A specialist examples of projects that succeed in
advisor may be needed to help understand addressing this issue.
the physical impact of the architecture
when the plan is developed. The
masterplan should permit variety and
individuality without creating an
incoherent, ‘placeless’ environment.
The key to success is often simplicity.
Using modelling to test
proposals: Newquay
Design
may generate. pedestrian permeability increase?
Often, the private sector undertakes a • How will the built form affect sunlight,
large part of the implementation. In this wind patterns and views?
case it may be advisable to talk to potential
developer partners early on, without
prejudice, in order to ensure that the
masterplan meets their investment criteria.
4.8 Next steps the quality of the implementation when
it takes place. The plan is not complete
When the design stage is complete there without an implementation strategy
will be both a drawn spatial masterplan being thought through and adopted.
and a written report that sets out the Many implementation issues may have
strategic concepts behind the design been considered earlier or during the
proposal, the background and basis for Design stage, but for clarity they are
these and any guidance or design described in the next section.
principles that can be used to control
& STRATE GY F OR
E SS IM
OC PL
PR EM
E
N
TA
TI
ON
PREPARE
DESIGN
IMPLEMENTATION
95
DELIVERING PROJECTS
Implementation
Box 37: The process and outputs in the implementation stage
Implementation
Rather they set the context within which
individual projects come forward. Success • partners
will ultimately depend on the delivery of
great design at a more detailed level. • delivery vehicles or agency
There will be much for clients to do
beyond the masterplanning stage. • marketing
• risk analysis
Setting out to deliver:
Manchester City Centre
Implementation
be considered.
A flexible plan: Bermondsey Spa 5.2.2 Funding
The availability of funding obviously has
This area has suffered from loss of a significant impact on the delivery of
traditional industries related to the docks. the masterplan. The funding strategy
The masterplan for Bermondsey Spa should address existing and potential
Regeneration Area identifies sites in sources of funds, how they will be
Southwark’s ownership within the area for secured and over what timescale.
development. These were put out to Where land is in public ownership
competition seeking sustainable mixed consideration will have to be given to
tenure, high quality and innovative urban the likely receipts, the sale of land for
design and efficient, environmentally lower values to facilitate investment, the
friendly buildings. suitable use of planning gain and the
potential for the public sector to benefit
The flexibility of the initial plan allowed a from future profits.
new implementation team to put forward
Project: Bermondsey Spa, proposals that accommodate blocks The delivery of many publicly promoted
London which, while designed in a different way, masterplans is funded from a number of
Client: Hyde Housing have a similar capacity and scale. This sources, such as European, regional,
Association meant that proposals were developed local authority and lottery. Co-ordinating
Design team: Levitt Bernstein without having to revisit the principles them can be complex and needs an
Image: Levitt Bernstein agreed to in the early phase. experienced person. Public sector
bodies may provide funds, in which case
you must make sure that you have the
mechanisms in place to draw down the
funds when required. The public sector
may facilitate the project indirectly, for
example by providing land or support
from experts employed by them. Where
only limited funding is available, it
should be used as ‘seed-corn’ to
stimulate additional funding.
100
The funding of other local or strategic
Implementation
the earlier masterplanning phase, and new the development or bring in other
Implementation
is warranted. They are most effective when quality is tested during selection.
closely allied to the local authority and
regional development agencies. In some instances a joint venture (JV) vehicle
may be established between the public agency
• Local delivery structures established to that owns the site and a private developer, which
deliver or oversee a masterplan. Whether may have an impact on the delivery vehicle. For
the organisation operates as a legal entity example, JV agreements can include the
depends on the circumstances of the sharing of profits from the development, or
project and the client’s resources and commitments for public sector investment in
capabilities. Typically it involves some form land acquisition or site remediation.
of partnership arrangement between the
Project: King’s Cross Central Establishing principles that will stand expectations; the nature of high density
Client: Argent St George the test of time: King’s Cross Central mixed-use development; regeneration
Masterplanner: EDAW / objectives; heritage and environmental
Allies and Morrison The proposals for King’s Cross Central resources; transport infrastructure; and
Images: Argent St George have evolved through three years of work services and utilities. Ideas about how to
which have culminated in an imaginative physically reshape King’s Cross then
framework of proposals. These are followed in ‘a framework for regeneration’.
financially viable, adaptable and deliverable, The framework has benefited from a
on a phased basis, in a range of market number of studies in which over twenty
The ten ‘Principles for a conditions, over at least one full economic architectural practices have been invited to
Human City’ for King’s Cross cycle. The developer, Argent St George, has explore how various development zones and
Central are: followed a clear, step-by-step process, with plots might be built out as offices, housing
• a robust urban framework widespread public consultation and the and other land uses, and how the framework
• a lasting new place transparent provision of information at might be further reviewed.
102 • promote accessibility every stage.
• a vibrant mix of uses The results will be submitted alongside the
Implementation
• harness the value In July 2001, ten ‘principles for a human city’ planning applications as an Urban Design
of heritage were published by the developer, with inputs Statement and Urban Design Guidelines
• work for King’s Cross, from the local planning authority and English which, if approved, will be used as reference
work for London Heritage. The intention is to test emerging documents throughout the design process.
• commit to long-term ideas against the ten principles at each In addition, Argent St George will maintain,
success stage of the project. Following on from this, and keep up to date, an illustrative build-out
• engage and inspire the developer published ‘parameters for plan at each key stage of the project. This
• secure delivery regeneration’, covering issues that would is intended to help the local planning
• communicate clearly impact on the plan including: land ownership authorities and others understand how each
and openly and other boundaries; planning policy phase of development might shape the next.
Box 39: Considerations for local authorities when forming
delivery partnerships
103
Implementation
There are a number of practical issues though this raises issues about the legal
to consider about how the delivery body process and responsibilities of parties.
functions. For example, in the case of a When evaluating and deciding on the most
joint venture partnership: appropriate structure/organisation to take
forward the masterplan, it is recommended
• a commonality of interest and a high level that specialist legal, property and funding
of trust between the parties is needed advice be sought.
and must be maintained throughout
the relationship 5.2.5 Marketing
A marketing and communications strategy
• the parties must be prepared to tolerate a needs to be planned and reviewed at each
degree of ‘give and take’ and ‘take the
stage, focusing on different audiences.
rough with the smooth’
The plan will be easier to implement if the
local community is involved. Interest from
• where a number of parties’ interests need developers must be stimulated in order to
to be involved (usually represented by
have a basis for the development activities.
lawyers and other external advisers)
Public bodies, which may have access to
the process of reviewing, negotiating
sources of funding, are also important
and agreeing the JV agreement can
targets. The documentation for these
be very prolonged
different audiences varies. Architectural
imagery can be powerful in this context.
• progress will be determined by the pace of However, expectations must also be
the slowest and the longer the processes carefully managed as pictures of
continue, the greater the possibility that apparently real outcomes that may
one or more of the parameters or variables never come about can distract or
which need to be factored in each party’s create false expectations.
calculations will change, extending the
negotiation process further
Implementation
to tenants. Where maintenance
of the public realm falls to the local
authority it is important that the
revenue implications are considered.
5.3 Delivering design Within the masterplan document
should be a record of the core aspects
quality of the site’s physical development that
will contribute to a place of quality.
The delivery of a masterplan can At the basic level it will set down
take years. Client commitment and urban design principles for quarters
leadership during the process is vital to and, potentially, individual plots of
ensuring the project’s success. The development, or for open spaces and
commitment to design quality is even streetscape. In some instances it is
more pressing, as delivery will inevitably appropriate to go to the next level of
be fraught with periods of uncertainty detail in defining what is meant by
and involve hard decisions, tough design quality and engage designers
negotiations and dealing with political to demonstrate this. The client
pressures. The client’s commitment to organisation should address
design quality, its ability to judge when mechanisms for delivering design
design quality may be compromised, quality that will impact on how it
33 and its leadership to safeguard it, are of implements the masterplan. 77
Section 3.7 paramount importance.
106
Implementation
Box 40: Mechanisms for delivering design quality in masterplans
Design briefs – In some instances more benefit from the engagement of a number
detailed design briefs for key sites, clusters of designers, each of whom can bring
of buildings and open spaces are required. something unique and distinctive to the
These documents may need to be adopted project. Once the core principles of a
as supplementary planning guidance. masterplan are established, it should
provide a framework within which architects
Design guidelines – Some aspects of the and landscape architects can design
masterplan may benefit from further policy buildings and public spaces. Clients could
development, which may result in design consider selecting a panel of designers.
guidelines being established. This could
include a ‘palette’ for materials and street Competitive interviews and
furniture for the public spaces, or design competitions – The design of key
and space standards for housing units. The buildings and open spaces may also benefit
type of guidance depends on the from the appointment of designers through
aspirations for a particular character, as well competition. This may take the form of a
as whether the development is being carried competitive interview, where an approach
out as a single project or in separate is put forward by the design teams, or a
parcels. The guidance may be broad and structured competition with a level of
strategic or more specific. for example design output. Competitions can engage
design codes. 33 However, extensive the interests of designers who would not 77
guidelines or prescriptive design codes normally put themselves forward for such Section 5.4
alone do not necessarily result in good work but who can bring additional flair and
design. Appropriate interpretation of the innovation to a project. Clear assessment
guidance depends on the appointment of criteria are required. However, full design
good designers. competitions should be used sparingly and
help bring extra focus on important projects.
Design guidelines are particularly important More information on running design
on large-scale masterplans with long-term competitions is available in Creating
implementation strategies where the client excellent buildings: a guide for clients 107
body and/or the key personnel are likely to (CABE 2003).
Implementation
change. The guidelines should be used to
ensure high quality design consistency in Design advisory panel – Some client
a format that still allows for freedom of organisations set up an advisory panel to
design expression. vet the quality of schemes designed within
the context of a masterplan. This is similar
Team of architects and designers – to the design panels outlined in Better civic
Both variety and uniformity in the urban buildings (CABE, London 2002), except
environment can contribute to the quality of their remit is focused on a masterplan
a place. As a masterplan involves many area. Such a panel can also play a useful
buildings and public spaces, often with role in preparing design briefs and judging
multiple uses, its implementation can design competitions.
5.4 Design coding 5.4.2 Design codes and
masterplanning
5.4.1 What is a design code? There are four potential scenarios,
A methodology that is currently being mainly relating to major housing
tested and piloted in the UK is design developments or large urban
codes, a form of design guidance that is extensions, where design coding
more detailed than that used in the last may be considered:
few decades. The methodology has
been applied in a range of projects • projects where there are risks that the
overseas, notably in the USA. It is not a design ambitions of the masterplan
wholly new concept to the UK – will not be realised due to the
English Partnerships recently defined expected design approach of
design codes for some major urban developers, and therefore more
extension projects and the Millennium detailed guidance could provide
Communities. In fact design codes were greater control over the design
applied in many of the UK’s most and development of buildings and
successful, historic housing areas, for public spaces
example Georgian London.
• where it is important to deliver
The use of design codes is only possible development quickly, a design code
when a series of principles of good can provide a greater degree of
urban design can be applied that go certainty to the planning authority,
some way to creating a successful developers and the local community,
place: local distinctiveness based on thus potentially speeding up the
historic character, ease of movement, design and planning process
legibility, quality of public space,
continuity and enclosure and • In particularly sensitive locations or
3 adaptability. 7 But codes are only a where challenging forms of
Box 3 means to an end; in the hands of the development are proposed, for
right designers they help define and example for reasons of heritage or
deliver quality. density, establishing more detailed
108 design criteria could help ensure
In the UK, codes are defined as detailed appropriate development
Implementation
The code is based on the urban design • going beyond simple massing principles
principles established in the spatial to define the relationship of the facades
masterplan. It identifies key areas, of individual buildings to the public realm
elements or aspects of the plan which 109
require more detailed guidance than • identifying appropriate materials for use
Implementation
would normally be included in a in the design and construction of
masterplan but should stop short of buildings and public spaces
defining architectural style.
• setting guidelines for the design
The elements for which detailed of streets and public spaces, for example
guidance is given and whether they home zone design guidelines
are recommendations, options or
fixed requirements varies. Examples • identifying environmental design and
of guidance include: operational standards of housing, for www.buildingforlife.org.uk
example the Building for Life Standard. 3 7
5.4.3 Issues to consider 5.5 Establishing the
Clients thinking about using design
codes in the implementation of a
masterplan in the
masterplan should consider: planning process
• The preparation of design codes Placing a masterplan in the context of the
should be an extension of the planning process is vital if its tenets are to
masterplanning design and be safeguarded. The policy framework
implementation processes. creates the opportunity for masterplans to
have a considerable influence in shaping
• The codes should leave room the development of an area. This is
for architectural and landscape particularly so where it is drawn up as part
design creativity. of an Area Action Plan within the local
planning authority’s Development Plan
• They should be flexible, so that Documents, and backed up by a policy
33 standards can be improved and can within the authority’s core strategy. 77
Section 2.1 build on existing and new design and Masterplans can be part of Supplementary
environmental standards eg. CABE’s Planning Documents. This enables
Building for Life standard. the local planning authority to place
significant weighting on the masterplan
• Different levels of prescription apply in in determining individual planning
different contexts. For example, where applications. However, masterplans
a developer is committed to design can also be used as a support document
quality and has a proven track record of to individual planning applications or
using good architects, a prescriptive as a planning condition for individual
code may not be required. Where applications.
the design track record is poor,
a code can bring clarity and establish The masterplan (accompanied, where
a benchmark for quality. relevant, by appropriate supporting
documents such as an Environmental
These, and a more general review of Statement) may form the basis of an
110 matters relating to design codes, are set outline planning application. This may
out in Building sustainable relate to the entire masterplan area, or part
Implementation
communities: the use of urban of the area, in which case the masterplan
design codes (CABE, London 2003). will provide the strategic context for the
application. In these circumstances the
masterplan will need to provide sufficient
certainty and ‘fix’ on the principles of
development both for the purposes of
assessment under the environmental
impact assessment regulations, and in
order to enable the local authority (and
consultees on the application) to
Providing a framework for different
designers and developers:
King’s Waterfront, Liverpool
Implementation
the European Capital of Culture 2008 festivities.
The options for development of the site have
been tested in plan form and, with a preferred
layout identified, are illustrated through three-
dimensional pictures of key spaces.
receive permission?
113
Implementation
Creating value through landscape:
Poolbeg, Dublin
contacts &
glossary
CABE, The value of good design, CABE, Greater London Authority, Housing for a
London 2002 compact city, GLA, London 2003
Urban Design Group Urban design RUDI (Resource for Urban Design
guidance: urban design frameworks, Information): www.rudi.net
development briefs and masterplans,
Thomas Telford, London 2002 Urban Regeneration Companies website:
www.urcs-online.co.uk
Urban Design Skills Working Group, Report to
the minister for housing, planning and
regeneration, DTLR, CABE, London 2001
117
References,
contacts &
glossary
6.2 Contacts The Coalfields Regeneration Trust
Silkstone House
Architecture Centre Network (ACN) Pioneer Close
70 Cowcross Street Manvers Way
London EC1M 6EJ Wath Upon Dearne
T 020 7253 5199 Rotherham
www.architecturecentre.net S63 7JZ
Contact for details of regional T 0800 064 8560
architecture centres F 01709 765599
[email protected]
British Urban Regeneration www.coalfields-regen.org.uk
Association (BURA)
63-66 Hatton Garden Commission for Architecture and the
London EC1N 8LE Built Environment (CABE)
T 0800 018 1260 or 020 7539 4030 1 Kemble Street
F 020 7539 9614 London
[email protected] WC2B 4AN
www.bura.org.uk T 020 7070 6700
F 020 7070 6777
Campaign to Protect Rural England [email protected]
(CPRE) www.cabe.org.uk
CPRE National Office
128 Southwark Street Communities and Local Government
London SE1 0SW (CLG)
T 020 7981 2800 Eland House
F 020 7981 2899 Bressenden Place
[email protected] London SW1E 5DU
www.cpre.org.uk T 020 7944 4400
F 020 7944 4101
[email protected]
www.communities.gov.uk
References,
contacts &
glossary
Urban Land Institute 6.3 Glossary
ULI Europe
29 Gloucester Place This glossary covers some terms that have not
London W1U 8HX been used in this guide but are relevant to
masterplanning. It has been put together
T 0207 487 9577
principally from the following sources:
F 0207 486 8652 Cowan, Robert, The dictionary of urbanism,
[email protected] Streetwise Press, London 2004
www.europe.uli.org CABE, The councillor’s guide to urban design,
CABE, London 2003
The Wildlife Trusts Partnership CABE, Creating excellent buildings: a guide
The Kiln, Waterside for clients, CABE, London, 2003
Urban design group urban design guidance:
Mather Road urban design frameworks, development briefs
Newark and masterplans, Thomas Telford London, 2002
Nottinghamshire NG24 1WT www.renewal.net/JargonBuster.asp
T 0870 0367711
F 0870 0360101 Some concepts, such as those relating to
[email protected] the 2003 Planning Bill, may change once
www.wildlifetrusts.org the planning system is in operation. More
substantial definitions for most of these terms, and
information on new terms and changing uses, may
be found in Robert Cowan’s Dictionary or on the
dictionary’s website www.urbanwords.info
References,
contacts &
glossary
C capital project
A project requiring expenditure outside the
CABE – Commission for Architecture and normal operational budget of an organisation
the Built Environment (the revenue budget). Special funds usually
CABE champions the creation of great buildings need to be identified, agreed and obtained.
and public spaces. It is a non-departmental public
body set up by the Government in 1999. Through character appraisal
public campaigns and support to professionals, Techniques (particularly as developed by
CABE encourages the development of well- English Heritage) for assessing the qualities
designed homes, streets, parks, offices, schools, of conservation areas.
hospitals and other public buildings.
character area
CABE Design Review An area designated for its distinct character,
A programme offering free advice to planning identified as such through urban design analysis,
authorities and others on the design of selected so that it can be protected or enhanced by
development projects in England. planning policy or intervention.
services and communities in the 88 poorest local See Housing Market Renewal Pathfinders.
extended for a further three years and has been A means of defining the extent to which a
increased by a further £975 million. development must achieve a particular functional
requirement (such as maintaining privacy), without
New Deal for Communities (NDC) having to set out precise physical standards (which
130 A government programme announced in 1998 as specify more precisely how one aspect
part of the Government’s National Strategy for of a development is to be designed). Unlike
Neighbourhood Renewal to help deprived standards, performance criteria make no prior
neighbourhoods tackle social exclusion, with the assumptions about the means of achieving a
References,
131
References,
contacts &
glossary
private finance initiative (PFI) future the method of allocating housing capital
A procurement route in which a private sector resources will be changed so that resources can
supplier takes over the design, construction and be directed to regionally identified priorities.
management of a building for use by the public Boards comprise senior officials from
sector. The typical operating period is 20-30 Government, the Housing Corporation’s
years. Outputs that the service is intended to regional offices, the proposed regional
provide must be clearly defined. At the end of assembly, the RDAs and English
the operating period, ownership of the building Partnerships.
reverts to the public sector.
regional planning bodies (RPB)
public private partnerships (PPP) Bodies which, as part of existing regional
Procurement methods that involve working in assemblies, prepare RPG. Under the proposals of
partnership with private finance. They usually the Planning and Compulsory Purchase Bill
involve versions of Design and Build, 2003, they would prepare and administer
including Prime Contracting. Prime contractor regional spatial strategies.
relationships are being used on Design,
Build, Finance and Operate (DBFO) rolling regional planning guidance (RPG)
programmes so that many smaller projects Planning guidance related to regional policy,
may be undertaken by a team led by the prepared by the regional planning bodies in
prime contractor, but not all are defined or partnership with regional stakeholders, and
let on day one. issued by the Government. Under the Planning
and Compulsory Purchase Bill 2003, this will
R be superseded by regional spatial strategies.
A statement setting out a consultation strategy for and Compulsory Purchase Bill 2003,
the local planning process, to be presented as part structure plans will be superseded by regional
sub-regional strategy
Proposed under the Planning and Compulsory Compulsory Purchase Bill 2003, this
Purchase Bill 2003, a SoDP enables a addresses issues for parts of a region, or areas
developer to obtain an indication from a local that cut across regional boundaries, and enables
development would be acceptable in principle. The local development documents and other
local planning authority will issue a SoDP which major development proposals.
Work sheets
Work sheet 1
1 Competitive 1.2 Stage one: pre-
selection qualification
The purpose of pre-qualification is to
1.1 Achieving best select a short list of companies capable of
value (value for providing services or undertaking a task
to the required standards and which will
money, VFM) be requested to tender competitively for
the job. The selection criteria may be
Most public bodies or public funding solely quality (most usual for design
agencies require services and works to be and other consultants) or a mixture
procured by a competitive process. The of quality and price.
objective of the competition is to achieve
the ‘best value’ or ‘value for money’ option – If the project is subject to the EU
the option that represents the best fit to procurement directives, 3 notices must 7
the client’s requirements at the most be published in the Official Journal of Work sheet 2
advantageous price, a balance between the European Union (OJEU) and the
quality and cost. Designers and consultants tendering process will therefore be open.
are frequently selected in this way using If open tendering is not required, or where
a process involving presentation, interview the client wants to notify potential bidders
and design. of the project, suitable candidates can be
identified in a number of ways:
To achieve best value at all stages of a
project, a well-organised and properly • Clients can use their own knowledge
documented procedure is needed to select to prepare a ‘long list’ of candidates.
teams that will work with the client and with This may take considerable time and
each other effectively to create the strategic effort for a client with no previous
framework and masterplan. experience, who will need to consult
contacts and professional institutes
The processes described below are valid for and understand how to weigh up the
the selection of any team or team member, rival merits of candidates.
for instance masterplanning teams and any
other specialists that may be required, such
as architects, traffic engineers, open space
designers and project managers.
138
Work sheet 1
team and any advisers. A small number of
firms which pass all the pre-qualification 1.3.1 Client briefing
conditions should be selected – for Once the shortlist has been established
OJEU restricted procedure a minimum of the full commission brief should be issued
five is required. 33 In other (if it was not issued during stage one). It is 77
circumstances, and depending on the important at this stage for competing Work sheet 2
amount of work that the bidders will be teams to have time to discuss the project
asked to do during the second stage of with the client, understand the
tendering, three or four teams should background, view relevant material and
be short-listed. visit the area. This can be accomplished
through a briefing day with the teams and
Many organisations have policies on the client, which should take place as early as
selection of consultants and may have a possible during stage two.
pre-selected panel of consultants to
draw on. You should check that the 1.3.2 Submission requirements
policies are appropriate for the project The commissioning brief should clearly set
and their application is communicated at out the submission requirements to ensure
the beginning of the process to ensure consistency and fairness. Generally
that the teams being considered comply. submission should be asked to address:
Some regular clients have lists of
organisations that have been ‘pre • confirmation of team, key personnel
qualified’ according to criteria developed and roles
over many projects. If this is the case
it is still important to check that the • approach to project management
firms on the list have the capability to
meet the brief. • programme
• methodology
• design challenge – which may require Clients must pre-plan and structure
some diagrams explaining broad interviews to find out the necessary
urban design principles information and to get a ‘feel’ for the
way a relationship with the team
Work sheet 1
• a time-related charge.
The European Union (EU) regulations set Unless great care is taken in wording
down procedures with strict timetables, advertisements, the effect may be to
advertising requirements and selection prevent design driving selection. The 141
processes for contracts over a certain minimum period for selecting contractors
value for supplies, services or works is about six months. As this is several
awarded by public authorities, utility months longer than might otherwise be
companies or those funded publicly. The needed for an effective competitive
intention is to ensure fair treatment of all selection, organisations often use the
potential contractors in the EU and to OJEU process to choose teams with
promote transparency. which they then make framework
Work sheet 2
agreements lasting several years
The regulations apply to all types of design (generally not more than four). This
services and, as they are continually being promotes long-term partnering and
developed, it is important to check that you encourages continuous improvement as a
are using current guidance. 33 Regulation team, as well as allowing the same team to 77
23 of Public Works Contracts Regulations, be used on different projects without Further information can be
1991 and Regulation 25 of the Public repeating the full selection process. found in Successful
Services Contracts Regulation 1993 delivery toolkit, (OCG),
applies to projects receiving public funds The need for supply of goods and services CUP guidance Nº 51:
such as lottery funds distributed by public or for undertaking works is advertised in introduction to EU
or quasi-public bodies, for example the the Official Journal of the European Union procurement rules
Arts Council and Sport England. The only (OJEU). This journal covers all of Europe (www.ogc.gov.uk) and in
exception is where less than 50% of the (EU) and anyone can respond to the Public procurement,
funding comes from public sources. Even advertisements. OJEU is available online Alastair Blyth, (RIBA
then, the funders may make it a condition and in different languages. Official EU Enterprises 2003).
that EU procurement rules are followed. forms, which can be obtained from
www.simap.eu.int, must be used when
There are four relevant directives: services, submitting notices. Suppliers have a set
works, supplies and utilities, based on period in which to notify their interest. The
three main principles: evaluation of tenders is made against pre-
advertised criteria. The ‘Most Economically
• community-wide advertising of contracts Advantageous Tender’ criteria can be
so that firms in all member states have specified in the notice or in the contract
an opportunity to bid for them documents and stated in the notice as
‘specified in the invitation to tender’. If
nothing is specified, the award criteria 2.1 Financial thresholds
will be deemed to be lowest price.
After a contract is awarded, a notice
must be placed publicising the placing The information below cannot be treated
of the contract. as a substitute for proper legal advice.
The EU procurement rules apply to ‘major’
The rules described below can be difficult contracts defined by financial limits that
to interpret. For example, where a service are adjusted biennially. Consultant fees are
has been previously provided by someone normally deemed to be services (building
142 and the client wishes to retain them again works are classed as works). The current
Advice on preparing on the basis of the specialised knowledge limits (2003) are shown in the table below.
estimates of project costs, they now have, this may be acceptable. The highlighted band is that applicable to
to check whether the However it may be difficult to prove the projects with public funding but not from a
procurement falls within the special case. central government body. It is important to
EU rules, is available in check in up-to-date information if your
Achieving excellence Nº 7 organisation is a Schedule 1 body or an
whole life costing and cost alternative public sector organisation.
Work sheet 2
Work sheet 2
involve the client in an inordinate
amount of work in assessing them. For
tenderers, it carries a low likelihood of
success against an unknown number of
competitors and is a poor investment of
time and cost. As a result it is less likely
to bring responses from high-quality
firms with good reputations. The rules
specify how quickly clients must
respond to requests for information. In
practice, open tender is rarely used.
Work sheet 2
information for pre-selection. Firms necessary to include design quality
can be rejected for the following and expertise requirements clearly
specific reasons: in the notice.
147
EU procedures Non EU procedures
Work sheet 2
3 Main OJEU Notice (from 37 days (15 days Not required
publication to receipt of accelerated)
expressions of interest)
UK Legislation
www.opsi.gov.uk/legislation
Free download of statutory instruments
and UK legislation
Work sheet 3
often includes urban design analysis and submission of relatively detailed design Section 3.2
consideration of potential physical options, proposals) is appropriate for the project
as well as costing and commercial analysis. at its current stage. They should check
This enables the public agency to test issues that enough information is available to
that can then be included in a brief for a ensure the competition will help them
developer competition. Issues to consider develop their ideas. If many basic issues
may include establishing urban design are still unresolved, it may make sense
principles for development and reviewing to appoint an advisory consultancy
the need to support investments in social team through a quicker process,
and physical infrastructure, such as roads or eg. competitive interview, to work
schools. This will ensure that the client is through these issues 3. 7
negotiating from a position of knowledge Section 3.7 &
and strength. Worksheet 1
3.2.2 Watch points • Ensure that competitors are treated
Assuming a masterplan competition is equally and that the process is as
the right way forward, then whether the transparent as possible, adopting
client is appointing a development good practice when evaluating
partner to work alongside a public submissions. Design must be given
agency or a consultant team as the appropriate weighting in the
masterplanners, many of the tips for selection criteria. Details of the
success are the same: decision-making panel and any client
advisers should also be clear to
33 • Adopt a simple and clear selection competitors. 77
Work sheet 1 process, in order to avoid unnecessary
delay and costs to the client • Make good decisions by: engaging all
organisation and the bidders. the relevant decision-making bodies
A two stage competitive process as early as possible in the process;
3 can work well. 7 having the relevant technical support
Work sheet 1 to help prepare the brief and evaluate
• For the competitive process to be fair the submissions thoroughly; and
and effective the client must do their setting up the selection panel or jury,
homework, establish the constraints which should include a design expert.
and opportunities presented by a
site and communicate issues • Be clear about the ultimate intent of
effectively in the brief. the competition: is the aim to select
150 a winning masterplan, or a winning
• Test the aspirations in the brief with team? When appointing a
the relevant decision makers to masterplanner, clients should
ensure that there is political backing. generally be doing the latter: they are
selecting a team on the basis of the
• Avoid lengthy ‘wish lists’ that have not quality of thinking and expertise
been tested and be clear about the they will bring to the process. For
relative priority of different aspects of developer competitions it can be
Work sheet 3
Work sheet 3
their submissions – don’t go back
asking for changes or more work, only
ask for points of clarification
• Think imaginatively about how to
involve the community in the
competition. They could be consulted
on the brief, have individual working
sessions with short-listed teams, be
invited to an exhibition of the final
submissions, asked to vote on the
preferred scheme and have a
representative on the jury.
4 Getting the masterplanning teams with a clear idea
of the scope of work and outputs on
brief right which they must prepare their proposal,
and help the commissioning body
ensure submissions address specific
A clear brief is crucial for an effective issues of concern and are broadly
and efficient working arrangement consistent in their form and content,
between the commissioning body thereby facilitating comparison and
(local authority, public agency, private assessment.
company or public/private sector
partnership) and the masterplanning The following is a checklist of points to
team. It sets the context for the consider when drafting the brief. Whilst
masterplan, identifying aims and they are not exhaustive and are generic
objectives as well as outputs and rather than project specific, they are
working arrangements. The key intended to provide a series of prompts
elements to can be summarised as: for those involved in preparing the brief.
It is important to note that much of the
• a clear and simple introduction background material may already exist
explaining the context for the work in the strategic framework and
therefore may not have to be repeated
• clearly stated aims and objectives in full in the brief, but should be referred
for the work to or appended. As far as possible, the
brief should aim to be a succinct and
• a description of the broad principles clear document.
of the approach to be adopted
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Box 45: Things to think about (continued)
2. Aims & objectives • Specific aims and objectives for the commission –
explain the specific drivers for the preparation of the
masterplan and the principal outputs (e.g. identify
development opportunities, promote development
interest, and produce a spatial masterplan to
address specific issues).
Work sheet 4
Box 45: Things to think about (continued)
5. Budget, timetable • Overall budget – where possible identify the budget for
and management the work (e.g. fixed price, range or ‘up to’).
• Inclusions/exclusions from the budget – specify whether
the budget is inclusive or exclusive of expenses and/or VAT.
Identify whether the commissioning body will be meeting
any of the costs (e.g. consultation, printing).
• Statement on costs – specify how costs should be
expressed in the tender (e.g. time inputs by individual,
by task and day rate).
• Programme – specify start and completion dates and
any critical dates during the course of the commission.
• Lead officer – identify named contact person to receive
bids and act as project director. Tenderers should also
nominate a project director and project manager and
identify how they propose to manage the project overall and
on a day-to-day basis.
• Steering group – explain whether a formal Steering
Group will be set up for the project, who will be on it
and how often it will meet.
Work sheet 4
Box 45: Things to think about (continued)
3
8.Other considerations 7 • Similar projects - check to find out if similar work has
Work sheet 1
been done by the commissioning body and learn from
the experience of that project.
• Budget – is it appropriate to retain a contingency sum
to allow for refinements of the scope during the
masterplanning process?
• Programme – it is useful to draft a programme
to assess the practicality of the project timetable,
identifying provisional dates for key events
(eg steering group meetings, outputs, reporting).
This can be sent out with the brief.
• Sign-off – be clear about who in the commissioning
body needs to review/sign off the brief before it goes
out – and allow time for this.
• Review – get a colleague to review the brief for clarity.
• Appointment panel – who should be on the panel?
• Selection process – draft a checklist of points that
bids need to address (to inform the process rather
than a ‘score sheet’).
158
Work sheet 4
Successful masterplanning is the
key to creating great places. A clear,
considered masterplan developed
by professionals and local people
together can lead to the physical,
social and economic revival of places.
Creating successful masterplans sets
out advice based on the experience
of CABE’s enabling and design review
programmes. It is the definitive client’s
guide to masterplanning, covering all
stages of the process from project
inception and commissioning, through
to implementation.