Piecing together a common vision

Planning, 5 September 2008

Vision generally refers to visual perception, but in terms of place-making it is the key statement that defines the broad parameters of a project. This could be a comprehensive development programme, an effort to safeguard a priority area or a regeneration initiative.

A vision statement is a clear and brief summary of what key stakeholders and their partners would like to achieve. For most projects, the vision will describe the desired end state of the project itself, but it will often take into account stakeholder interests as well.

The visioning process identifies the higher order issues as well as key priorities - in other words, the kind of place that a particular area should become in response to what is environmentally, socially and economically sustainable. DCLG guidance emphasises the importance of establishing a vision when preparing an area's sustainable community strategy or core strategy.

Visions should be ambitious. For greater clarity they need to be translated into a series of meaningful and stretching goals including development objectives to help deliver the vision. The number of goals may be large or small, but their key aim should be to focus only on those issues that matter to people. To fulfil its role as a catalyst for development it needs to be measurable by design, not vague and difficult to monitor or revisit. In short, vision translates opportunity into reality.

The analogy of a jigsaw is helpful in understanding how a vision relates to development objectives. To create the puzzle, you must first have a picture, which is then cut into pieces. These are then put back together bit by bit, all fitting perfectly to recreate the picture. The vision is the picture, which is then broken down into its various objectives. As each is delivered, the different elements fit properly.

A successful vision must be based on a clear idea about the character and function of the place to be created and reflect local evidence and priorities. It should set up a framework for developing a hierarchy of transport networks, streets and spaces, a mix of uses and strategies for energy, water, materials and waste. The vision should also provide a sound basis to support incremental development and change.

Working with partners and stakeholders, not least communities, to agree a shared vision will focus attention on the desired outcomes, so avoiding abortive work and therefore saving time and costs.

The aim should be to identify a vision and set of development objectives on which all parties can agree. It is also important to highlight how any differences can be reconciled. Establishing key objectives is important to define appropriate decision-making and the issues that need to be tackled.

Paul Evans is an architect and environmental sustainability specialist at the Advisory Team for Large Applications, which is funded by the DCLG as part of the Planning Advisory Service and hosted by English Partnerships. For more information, please visit www.atlasplanning.com.