Category Archives: Performance

Designing Resilient Cities – creating a future Avalon

Designing Resilient Cities – notes from Day 1
A note from the Vice-Mayor for Infrastructure to the Mayor

cc
Vice-Mayor for Sustainability
Vice-Mayor for Engagement
Vice-Mayor for Disruption
The Public

Avalon faces the risk of functional failure. The only way forward is to change.

Our infrastructure is inefficient. It needs to become efficient. This is not just a question of maintenance. There won’t be enough money to run the transport network, supply water, remove waste, provide broadband. Unless the city either shrinks to a size its current economic structures can afford; or grows to create a larger tax base – so long as the city can retain control over how that tax is spent.

The view of the infrastructure team is that Avalon should grow. But not off the back of its existing industries. These are running out of steam. The industrial infrastructure of the city needs to expand and to reinvigorate. Creative industries will be central to this.

A new population will come to Avalon. A younger population, joining the older, wiser and more experienced population that built the city’s wealth in the 20th century. Joining young people who, having grown up in Avalon have chosen to stay there rather than take the increasingly well-trodden path elsewhere. The city has seen too much of this. Its infrastructure of talent must be rebuilt.

And these people will need somewhere to live. Houses that are affordable. We need to build.

But this does not mean ever further sprawl into our precious countryside – which is too beautiful and too productive to become a building site. No, it means building on our existing urban footprint. We need to find space within the city, not outside. Some of our redundant industrial sites will provide excellent places for new housing: close to transport infrastructure, with excellent, ready-made supplies of water and power. We need to look hard at the vast city parks that were built many years ago and have simply not worked as they were intended – they have harboured crime rather than nurtured culture.

And culture is central to what we must do. Avalon needs to recapture the spirit in which it was first built: a pioneering spirit where anything was possible. Music, art, sculpture, performance: song and dance – we were good at it when we tried. The future memories of Avalon will be built on the strength of the cultural infrastructure that we put in place in the next few years.

And to achieve all of this we need to change the way that we make decisions in the city. No more top down dictats. We need a governance infrastructure that involves everyone: participatory planning, budgeting and decision-taking. An elected mayor for a start.
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Components of infrastructure
Demographics
Life satisfaction.

Transportation
– on ground
– above ground
– below ground.

Health
Not just
– physical buildings

but also
– insurance.

Security
– police
– building protection
– wellbeing.

Equality

Utilities
– water
– gas
– waste
– digital.

Green environment

Culture
– facilities.

Place
– connections.

Diagnosis
Avalon is…

Set in its ways.

Boring.

No desire to change.

Reliant on the public sector.

Declining core industry.

Few common places.

Weak cultural identity.

Car-reliant.

Running out of time.

Risks
Functional failure
– not enough revenue to run the city.

Fragmentation
– in governance, leading to rivalry and underperformance.

Disenchantment
– no sense of belonging.

Disconnection
– of people from planning
– reinforced by physical remoteness of outlying centres.

Civic unrest
– class distinctions, unintegrated, breeding distrust.

Poverty
– when older population retire.

Complacency

Cultural sterility
– no fun
– no stimulation
– no sense of belonging.

Industrial stagnation
– no innovation.

Objectives
Governance
– committees to reflect areas
– directly elected mayor
– participatory planning
– devolved management of infrastructure.

Identity
– common vision
– campaign
– slogan.

Industry
– built around the creative industries
– attracting people from outside, not only serving existing population
– business development area
– enhance links to surrounding agriculture.

Public realm
– enhanced

Consumption
– reduce
– reuse
– recycle
– multiple uses of each infrastructure asset e.g. reservoir is boating lake.

Housing
– more affordable.

Density
– intensify existing urban footprint rather than further sprawl.

Connectivity
– revitalise the centre.

Transport
– integrate existing modes.
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Designing City Resilience is a two-day summit at the RIBA, 17-18th June 2015. Avalon is one of four imaginary cities being looked at during the event in a creative approach that breaks the mould of typical, presentation-only conference agendas. By engaging in a rapid prototyping exercise, delegates immediately test the ideas they have heard in the keynote presentations and on-stage discussions. They also bring to the event their own international experiences.

The result is a two-way, creative conversation that produces a richer outcome: a set of designs for the transformation of the physical, spatial, environmental, industrial, educational, healthcare and governmental structures of the four cities.

Technology by necessity

Notes for today’s talk at the NLA’s conference on “How do we build a smarter London

The London context:

– more people (growing population)
– more data (sensors everywhere)
– more sophisticated computing.

Strategic problem: how to handle it all.

Space Syntax’s experience: address the problem via “the questions of reality”.

The commercial application of Space Syntax research was catalysed by approaches from London residents in the early/mid 1980s eg Limehouse Basin, South Bank, King’s Cross: citizens groups opposing property developments they saw as being alien to London life. Today we work for those developers as well as community groups. Developers have learned to “get it”.

Data and computing create an art of the possible (sometimes the seemingly impossible too eg the wonderful Pigeon Sim). Pass the art of the possible through the filter of reality/market demand. Then it’s possible to make sense of it all – to know what to do.

The questions asked by our clients are the necessary filter.

Then evolve the technology according to new and difficult questions.

This is what we had to do to understand Trafalgar Square – we’d never studied such a complex open space before.

Technology by necessity.

Building a Smart City modelling team

Integrated Urban Model

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Cities planning their future are increasingly turning to the production of Integrated Urban Models. These are tools that bring together various datasets on different asoects of urban performance, from the behaviour of people to the flows of energy, water and other utilities. The aim is to better predict the future of cities by better understanding how they are currently working.

This is a nascent but rapidly developing field in which knowledge is emerging and evolving at a pace. Given the complexity of cities it is a good idea to involve many specialists in different subjects, led by an Urban Modelling Advisory Panel (UrbanMAP).   Continue reading Building a Smart City modelling team

From cities of movement to places of transaction

Summary of Tim Stonor’s talk at the World Cities Summit, Singapore, 3rd June 2014

From cities of movement to places of transaction – a new mobility focus for city leaders, planners and everyday users

Key responsibilities for cities
1. Imagining the future of cities and mobility.

2. Designing integrated, people-focused planning to sustain cities.

3. Measuring the social, economic and environmental value created by the movement, interaction and transaction of people.

The fundamental purpose of cities
Cities are for transaction: economic and social transaction. People come to cities to trade. It is why we have cities – they are intensifications of opportunities to trade. The public realm of the city – its network of streets and spaces – is where much of this trade occurs: a “transaction machine” which, like any machine, is more or less efficient depending on how it is engineered. Continue reading From cities of movement to places of transaction

Digital urbanism – a sketch of a structure

Digital Urbanism has two key components:

1.  Computing
That organisations and individuals are involved in the creation, collection, visualisation and analysis of data, leading to the creation, through computing, of modelling tools and predictive analytics. This kind of activity is now central to the operations of public and private organisations. It is no longer peripheral.

2.  Human behaviour
That people now think about places online as well as places on land; that cyberspace is as real as physical space; that networked computing means we have moved beyond the single chatroom and into the interconnected “place-web”.

These, I believe, are the twin aspects of Digital Urbanism and, of the two, the second is the primus inter pares because human behaviour patterns should drive computing activities.

Centres and Cities

I’m sure you’re right about the link between street morphology and attractiveness to business. Centres seem to do one of three things through time. They either:

1. consolidate and grow (London, Paris)

2. move (Jeddah)

3. implode (Sunderland).

Oh, and some places:

4. never have a functioning centre (Skelmersdale, UK New Towns) because they were designed in ignorance of the importance of a) grid continuity and b) multi-scale centrality – properties measured by Space Syntax models

or

5. divide and reunite (Berlin) but we can’t blame the architects for that!

Email to Paul Swinney at the Centre for Cities

New blog for Faversham Yellow Lines campaign

Information on the campaign against the painting of yellow lines across Faversham town centre has moved to a new blog.

Thank you for all the support so far!