1. Devising and Delivering Masterplanning at Neighbourhood Level: Some Lessons from the NDC Programme Rose Ardron Elaine Batty

2. Introduction  The Report  Methodology  What is a Masterplan  The role and added value of NDC  Lessons  Issues for discussion

3. The report The report seeks to:  identify some of the practical dilemmas that have arisen for some NDCs involved in masterplanning,  how they have been tackled The report is not  a fully fledged evaluation of masterplanning  a good practice guide The Report identifies some of the main issues and key learning points for NDCs and other neighbourhood practitioners from their involvement in masterplanning

4. Methodology  Four Case studies: Bristol, Lewisham, Plymouth, Salford  Most of the NDCs were at the earlier stages in the process, or only part way through implementation. There is thus relatively little experience to draw on about delivery, or the ways of monitoring impact.

5. Stages of masterplanning  Preparation  Design  Implementation

6. The role of NDC Partnerships in masterplanning  Consultation and communication  Partnership formation and maintenance  Champion social and economic aspects  Guardian of the vision Throughout each stages of masterplanning, an NDC partnership should ensure that four cross- cutting themes are at the centre of the process

7. Changing roles of NDC in masterplanning Leadership Continuity – ongoing dialogue throughout the process Partnership building Translation between community and consultants Brokering Acting at the interface Building trust

8. The added value of NDC's to masterplanning NDC – local community at the heart of the plan Share learning and disseminate good practice Mobility escalator – keep people in the area Affordability; Mixed Communities Thinking commercially Alignment Links Relationships Linking the physical to the economic and social Integrating with wider regeneration context Local leadership

9. Aspects of the NDC role  Work with the community  Partnership working  Working with the private sector  Succession planning  Comprehensive scope  Sharing learning and good practice

10. If we knew then what we know now……….  Build in development time at the start of a programme to undertake an inclusive planning process  Spatial awareness is required at the outset as its belated introduction may cause other plans to be revised or abandoned if they do not harmonise with the overall framework  There needs to be a balance between detailed planning and strategic overview  The process needs to have expertise and leadership around the twin functions of masterplanning and community development

11. If we knew then what we know now……….  NDCs and partners need to take on board the economic and financial realities of masterplanning and work with developers and the private sector, acknowledging that commercial logics will play a part in their assessments  The masterplan must be embedded in the local planning arrangements and local development framework  It is important to think about wider benefits and linkages outside the NDC area and to ensure that the connectivities of different interventions are given due attention

12. Issues for discussion  Integrate residents’ immediate concerns with long term spatial planning  Balance timescales between meaningful community consultation and stakeholders’ priorities  Promote a proactive approach to change  Build and maintain widespread support over a number of years  Work across boundaries to engage in the planning context  Ensure local benefit and maximise sustainability