By Michala Lander, Executive Advisor, GHD
Have you ever found yourself taking a longer route because the direct path felt unsafe? Or encountered a set of stairs that barred your way? Perhaps you’ve been disoriented due to the absence of signage, or you’ve been unable to enter a building because an electronic sensor didn’t detect you. These aren’t mere inconveniences; they’re signs of a built environment designed without considering the diverse needs of its community.
Inclusion and diversity must extend beyond the workplace and into the fabric of our cities and towns. It’s about ensuring that the built environment serves everyone – regardless of gender, age, physical ability, culture or economic status.
The people experience
At GHD, we recognise that infrastructure is inherently social. If we’re not planning for people, then who are we planning for? True infrastructure serves multiple purposes and functions, celebrates the uniqueness of place, and meets the needs of the community by integrating inclusion and diversity into its design. GHD’s Loveable framework is central to this philosophy, and suggests that form and function should be shaped by place identity, reflecting the unique character and experiences of a location and its people.
According to Jane Jacobs, ‘Cities have the capability of providing something for everybody, only because, and only when, they are created by everybody.’
To design cities that serve all, we must understand the demographics of those who live, work and visit.
Residents are the true ‘location experts’, knowledgeable about what succeeds and fails in their neighbourhoods. Their insights are as valuable as any traffic or geographical data, and should be considered rightful inputs in the design process.
This article presents the five rules of engagement, detailing methods for planning with, and for, the people.
1. Understanding the community
Before commencing any engagement strategy, it’s important to understand who you’re engaging with. Research is key to understanding the community’s demographics, socio-economic status, internet accessibility, professions and active organisations. This knowledge allows for the creation of an engagement plan tailored to the community’s needs.
2. Manage expectations
Meaningful engagement enables the community to influence the decision‑making process; however, the extent of this hinges on the scope of change within the project, so it’s important to manage expectations and be clear about the objectives of engagement. The International Association of Public Participation (IAP2) spectrum serves as a tool for defining the public’s role in any community. By using the spectrum, we can define what aspects are negotiable and non-negotiable, therefore clarifying the community’s impact on decision‑making.
It’s important to recognise the degrees of influence that different stakeholders may possess. The impact of the community on decision-making can evolve throughout the project life cycle. During the visioning phase, the community often plays a significant role in shaping the project’s vision, engaging at the ‘consult’ or ‘involve’ levels of the spectrum. As technical studies progress to identify a preferred option, the nature of engagement may shift towards informing or consulting stakeholders.
3. Be proactive
In community projects, embracing diverse viewpoints is crucial for success. Proactive outreach enables inclusivity, amplifying community voices. This involves adopting a multifaceted approach to engagement, employing a variety of engagement tools and activities that span face-to-face or virtual realms. It also necessitates a physical presence within the community, through hosting events and pop-up stands in high-traffic areas like supermarkets, town centres and train stations.
To effectively engage various demographics, tailored activities are essential. These may include walking tours, workshops with students, participation at local community meetings or other community events, or leveraging virtual engagement platforms to maximise outreach and participation.
4. Look and listen
Understanding the community goes beyond what they say; it’s about observing what they do. Crucial areas of feedback are sometimes overlooked, leading individuals to neglect to provide input, so it’s important to go beyond listening and delve deeper into understanding behaviours via:
observational analysis
pedestrian counts at key intersections
dwell counts
‘a day in the life’ exercises.
5. Keep it simple
Consistency is key to effective community engagement, which lies in the simplicity of the questions posed during engagement activity. Within our Loveable framework, we discovered that three simple questions can unlock rich data:
What do you love?
What do you wish?
What do you wonder?
These questions delve into the essence of what people value about their place and what their hopes are for the future. Capturing this information at the onset of a project enables us to embed community values into the design.
Iwi engagement
While this article has primarily focused on community and stakeholder engagement, it is important to acknowledge that iwi and mana whenua are always key partners in any project. Their involvement transcends the traditional framework outlined in the IAP2 spectrum, as they rightfully deserve equal say and participation.
Developing an effective iwi engagement strategy involves fostering meaningful collaboration with iwi representatives prior to engaging with any stakeholders or members of the community. It’s crucial to allow iwi to determine the extent of their involvement, respecting their preferences throughout the process.
What does success look like?
Success in community engagement isn’t about pleasing everyone; it’s about making sure everyone gets a say, understands the trade-offs and knows why certain decisions are made for the greater good.
Real success means creating spaces where every resident, visitor, and worker feels valued and heard. It’s about inclusivity, reflecting our diverse communities and creating places that truly meet their needs.