Sustainable Brownfield Regeneration: CABERNET Network Report

More documents

Recommendations

Info

Sustainable Brownfield Regeneration:CABERNET Network Report5Regenerating Brownfields:The Current Agenda5.4.3 Fig 5.2: Advantages and Disadvantages of dedicated agenciesAdvantagesprovides an identity and raises visibility andawareness of an area (also provides a realcompetitive advantage)guardian of a shared strategy which providesclear lines of remit & responsibility and setsperformance targets for all relevant agencies towork towardsfocused in terms of geography, activities &timescales leading to greater success or impactpotential to be a democratic & consultativeagency free of pre-existing local politics ortensionsstatus and influence with policymakers,especially if seen to be successful or innovativepotential to deliver truly combined andsustainable physical & social regenerationenables flexibility on individual project/activityleadership, leading to greater buy-in frompartners improved prospects for successpotentially a more effective vehicle to engageprivate sector & hence maximise availableresources & impactsmaller size & focused remit enables a speedierand/or enhanced response to external changesDisadvantageslimited lifespan reduces ability to deliver longtermholistic regeneration and ability to retainkey staffreliant on time-limited funding or resources thatdo not always match lifespan of the agencyreliant upon strong leadership andmanagement to be truly consultativereliant upon inter-agency working & buy-infrom all key partnerslack of authority or status to influence orenforce local or mainstream policiesperceived/real lack of accountability if notproperly managed, leading to loss of confidenceor resistancetendency to become involved in too manyactivities and lose focus; or to focus on outputseasier to achieve in the shorter-term (usuallyphysical) than in the longer term (often social)vulnerable to changes in political views at anational levelpotential for duplication and/or friction withexisting agenciesThe link between the effectiveness of development agencies and their geographicalareas of operation is less clearly defined by existing research. There is also a feelingthat the concept of identity - particularly important when trying to change negativeperceptions about an area - may also be more easily understood at the city/sub-regionalscale than at either a larger scale or a single-site scale. There is also some existingevidence that lessons learnt at a city/sub-regional scale are more easily transferred91
5.4.3 upwards to regional or national-scale agencies, or downwards to smaller or singlesiteinitiatives⁵⁴. There are practical examples of this thought-process being translatedinto practice, for example in France where the “Etablissements Publics Fonciers” (EPFs)established in the early 1990s to overcome the negative image of regional areasblighted by brownfield conditions, have been succeeded more recently by smallerscaleEPFs to enable a more local focus, ensure engagement of all key stakeholdersand so maximise the impact of available resources.Their operational remit has also been extended in response to ‘lessons learned’ toaddress the relationships between physical interventions and social interventions andto stimulate sustainable economic end-uses for remediated sites.The potential positive role of development agencies is illustrated by model of theoptimum lifecycle of a brownfield project (Figure 5.3). This was developed followinganalysis of examples of best-practice (and worst) in dedicated agencies across Europe,and sets out the key steps to be taken throughout the process of developing individualsites in a simple linear model⁵⁵. The model does not assume that a dedicated agencywill deliver all of these steps but shows the vital role they can have in bringing togetherall parties required to deliver brownfield regeneration in a way that an existing state orgovernment agency may not be able to (due to lack of resources, conflicts of interest,etc).Fig. 5.3 Optimum lifecycle of a brownfield siteò StepòStepòStepòStepòStepòStepòStepòStepòStepòStepDedicated agency role1. establish the ‘vision’ coordinator & champion2. consult on the ‘vision’coordinator & champion3.develop necessary infrastructure &public realm standardsdriver, champion & facilitator4. prepare site development briefs deliverer & coordinator5. training & employment access principles champion & coordinator6. developer-partner selection independent coordinator & adjudicator7. developer-partner agreements independent body8. implementation facilitator9. training & employment linkages activated coordinator10. aftercarecoordinator/deliverer⁵⁴ “Combating social exclusion: lessons from area-based programmes in Europe” - Michael Parkinson for The JosephRowntree Foundation (UK), August 1998⁵²see attached Bibliography for selected references⁵⁵ In reality the model is not necessarily linear, and many of these steps can be approached simultaneously92
Page 7:
Sustainable Brownfield Regeneration
Page 13 and 14:
Chapter 1: Summary Message• Land
Page 15:
There is no standard definition for
Page 18 and 19:
Page 20 and 21:
Page 22 and 23:
Page 24 and 25:
Page 26 and 27:
Page 28 and 29:
Page 30 and 31:
Page 32 and 33:
Page 34 and 35:
Page 36 and 37:
Page 38 and 39:
Page 40 and 41:
Page 42 and 43:
Page 44: Sustainable Brownfield Regeneration
Page 47 and 48: 4.3‘Self-developing sites’A: Pr
Page 49 and 50: 4.3 Once the stakeholder (using the
Page 51 and 52: 4.5 FIGURE 4.11: Land Use Puzzle Mo
Page 53 and 54: 4.6EnvironmentalHealthprotectionAtt
Page 55 and 56: Chapter 5: Summary Message:• CABE
Page 57 and 58: 5.1 Economic Viability and Regenera
Page 59 and 60: is able to assist with the costs (o
Page 61 and 62: 5.1.2Achieving such an ‘adjustmen
Page 63 and 64: 5.1.3Current approaches for C Sites
Page 65 and 66: 5.2Environmental Quality and Protec
Page 67 and 68: 5.2Human health / Ecotox / Risk Ass
Page 69 and 70: 5.2time as a specific parameter and
Page 71 and 72: 5.2Environmental aspects of plannin
Page 73 and 74: 5.3 Table 5.1: Social and Cultural
Page 75 and 76: 5.3 relevant to the experience of c
Page 77 and 78: 5.3 • initiate the development/cr
Page 79 and 80: 5.3 provide a high quality of life.
Page 81 and 82: 5.4.1Local governments therefore pl
Page 83 and 84: 5.4.1support and financial provisio
Page 85 and 86: 5.4.1 relevant information may take
Page 87 and 88: 5.4.1 ConclusionsEven though munici
Page 89 and 90: 5.4.2 development projects. In seve
Page 91 and 92: 5.4.2 RecommendationsIt is essentia
Page 93: 5.4.3 historically represented a ne
Page 97 and 98: 5.4.3 4. the relationship between s
Page 99 and 100: Chapter 6.1: Summary Message• Cit
Page 101 and 102: 6.1 equity in the light of structur
Page 103 and 104: 6.1Good practice in the CP process
Page 105 and 106: 6.1Factor 4 - Availability of resou
Page 107 and 108: 6.1Achieving this shift will requir
Page 109 and 110: 6.2 Qualifying People: Professional
Page 111 and 112: 6.2 a mixture of apathy and anger a
Page 113 and 114: 6.2 to a community. As an example,
Page 115 and 116: Chapter 7: Summary Message• High
Page 117 and 118: 7.2 Key Research Topics: Gaps and P
Page 119 and 120: 7.2 • Methods and frameworks to f
Page 121 and 122: 118
Page 123 and 124: Chapter 8: Summary Message• The r
Page 125 and 126: 8 an approach, key EC objectives re
Page 127 and 128: 8Furthermore, initiatives by Member
Page 129 and 130: 9.1Conclusions9.1CABERNET’s visio
Page 131 and 132: CommentaryThe regeneration of the g
Page 133 and 134: 9.2 Obtain comprehensive data sets
Page 135 and 136: 99.3Sustainable Brownfield Regenera
Page 137 and 138: 134CABERNETwww.cabernet.org.uk
show all

Sustainable Brownfield Regeneration: CABERNET Network Report

Create successful ePaper yourself

Delete template?

Save as template?