Chapter 5 of the urban design compendium focuses on managing quality places by addressing the management of physical assets, establishing structures, and ensuring self-sustaining communities. It emphasizes the importance of considering management at the design stage, developing local capacity, and the need for various management structures that enhance community engagement. Key aspects include effective management of streets, open spaces, water, waste, and energy, highlighting strategies for community input and infrastructure development.

1. URBAN DESIGN COMPENDIUM 2
[CHAPTER 5]
DEPARTMENT OF
ARCHITECTURE
BATCH - 2015

2. 1CHAPTER 5
MANAGING QUALITY PLACES
5.1 Managing Physical Assets
5.2 Establishing A Management Structure
5.3 Ensuring That Communities Are Self-sustaining

3. 2
MANAGING PHYSICALASSETS
5.1.1 Management Issues
5.1.2 Deciding Which Elements To Control
5.1.3 Skills And Resources

4. 3
MANAGEMENT ISSUES
Consider management as early as possible - Management options
should be considered at the outset to ensure that the design is
viable in the long term. Design decisions should be made in full
knowledge of how and by whom they will be maintained.
Consider Phasing - Where developments are planned to evolve over a
long period of time, consideration should be given to how assets will be
transferred sequentially from developers to the community.

5. 4
ELEMENTS TO CONTROL
STREETS AND
ROADS
OPEN SPACE
ALLOTMENTAAND
COMMUNITY
GARDENS
CAR
PARKING
WATERBUILDINGS

6. 5STREETS AND ROADS
 Streets make up a large part of people’s experience of a place.
 They are the main location where people interact.
OPEN SPACE
Research in 2001 found that only 18 per cent of parks were considered to
be in good condition .Research shows that parks and green spaces have a
range of benefits, including improving mental health and general well-
being, and raising the economic value of a neighbourhood indicating that
open space can have a significant impact on quality of life.

7. 6
The mass transportation of food is responsible for almost a quarter of all
heavy goods vehicle activity on UK roads . Allotments and community
gardens can help to reduce this, as well as providing a valued community
resource.
CAR PARKING
How car parking is managed will depend on its location .Where car parking
is on the street, and spaces are not allocated to specific owners, it is generally
adopted by the highways authority. Where car parking is located on
unadopted surfaces, as in the case of communal car parking managed by
development trusts or a management company.
ALLOTMENTS AND COMMUNITY GARDENS
BUILDINGS
The uses of community buildings can range from recreation,leisure and
sports to crèches, education, health, training and community
workspace. The buildings provide a secure base for community
organisations. They can also be a local resource to generate income.

8. 7WATER
Management of water is a key issue, with increasing concerns over
flooding and the need to reduce water consumption. Good design and
management can turn waste water into an asset.
For example, sustainable urban drainage systems (SUDS) can enhance
the landscape and canals can be bought back into use to create attractive
waterside locations.
Maintenance costs for Lightmoor Village SUDS scheme are generated from residents’ service
charges

9. 8WASTE
The challenge with waste is to encourage people to reuse and
recycle materials. This involves more than just designing
convenient places for people to take their recycling. The places
need to be safe and clean to visit, and users need information on
what they can do.
ENERGY
Energy service companies (ESCOs) or multi-utility service companies (MUSCOs)
can be set up to create and operate low-carbon, resource-efficient energy They
can be managed by a combination of local authorities, private companies and
development trusts.
A joint venture between the local authority and an energy management company

10. 9SKILLS AND RESOURCES
SKILLS
Where assets are handed over to the community, it will be necessary to build
local capacity. Groups will need skills in financial planning and
governance, as well as other specialist skills. Where significant specialist
skills are required, it is usually a more effective use of time and resources to
buy them in from an external body. Where minimal training is required to
enable assets to be maintained, it may be possible to develop these within the
community.
There are many different ways of generating income to fund management
initiatives. Two of the most common and effective are cross subsidy and
management fees.
MANAGEMENT FEES
Collecting fees from residents is a common source of income for a wide
range of initiatives, including the maintenance of open space, communal
buildings and streets.
RESOURCES

11. 1
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ESTABLISHING A MANAGEMENT
STRUCTURE
5.2.1 The right structure
5.2.2 Liabilities, legal structures and powers

12. Selecting the right management regime is key to creating a successful place
Consideration should also be given to the impact a management structure
will have on how a community works.
There are many different management structures that can be used to achieve
similar results. No one structure fits a specific model or project.
Project objectives
What is the management structure intended to achieve?
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Involvement of parties
Who will be involved, and how?
Are there skills available to run a management option?
How will they be engaged?

13. Decision making
In standard management companies set up by developers, shares may pass to
occupiers but their voting may not be enfranchised until a trigger is met. This can
allow developers to influence or control voting while they still hold a financial
interest.
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Land transfers
land transfer will be critical. It will be necessary to consider issues relating to values
and to the amount of control that is required during the development period.
Liabilities
there might be statutory liabilities such as leasehold rights or service charges that
need to be built into the structure.
Funding
A management structure may be subject to challenge if it wants to make a service
charge to provide contingence for future liabilities. It may be possible to impose
charges on freehold and leasehold interests, but they are limited in relation to the
sums that can be recovered.
Exit
Often developers or landowners will want to exit the structure at a particular point in
time, when they are certain it is capable of going forward robustly or development
has hit a certain trigger.

14. Liabilities, legal structures and powers
Limited company
Advantages
 Protects individuals from liability
 Companies limited by guarantee are easy for members to enter or exit, and often
more appropriate for public-sector involvement
 Regulation and reporting requirements create transparency
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Disadvantages
Statutory regulation can be onerous for directors who could be subject to personal liability
for breach of duties and responsibilities in certain circumstances
When to use
 Often used as the basis for other management structures such as trusts, community
interest companies or common hold associations
 for more standard management arrangements (for example, for single buildings or small
estates)
 Good for managing elements of the public realm, off-street car parking, communal
buildings and communication infrastructure

15. Community interest company (CIC)
Advantages
 Clear status for the benefit of the community
 Regulation and disclosure requirements provide transparency
Disadvantages
 Regulation and reporting requirements may be burdensome
When to use
 For managing assets where there is a direct benefit to the community
 services at a local level for example environmental improvements,
community transport and fair trade
 Good for managing properties to generate high levels of rent, which is used
to fund the maintenance of public spaces for the benefit of the community
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16. Trust
Advantages
 Trust property is usually an independent fund available only for the
beneficiaries
Disadvantages
 Decision making can be onerous. Trustees can be personally liable for
decisions in certain circumstances
 Trustees are unable to delegate powers.
 Unless formed as a company, a trust is not a separate legal entity and cannot
own property in its own right
When to use
Trusts can be useful where it is necessary to protect assets
• Community development trusts are commonly set up to manage assets for the
community (although they can often be quasi-trusts)
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17. Establishing a trust
Bournville Village Trust
It includes an exceptionally wide range of
housing provision, especially new housing with
particular emphasis on quality, energy saving,
regeneration, special needs and housing for
people with disabilities.
BVT is made up of five committees: Housing
Services, Estate Management and Scheme
committee, Finance and Development,
Governance and Agriculture.
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18. 5.3.1 Providing neighbourhood infrastructure
5.3.2 Encouraging community management
5.3.3 Keeping places safeKeeping places safe
ENSURING THAT COMMUNITIES ARE SELF-
SUSTAINING
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19. Neighbourhood
 Neighborhood , creating a sense of place
 Provide a relatively pragmatic way of urban area
 Creating areas of greater social interaction
Neighbourhood planning
Neighbourhood Planning can
involve:
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 Neighbourhood (Development) Plans
 statutory development plan forms part
of the Local Development Framework
 Neighbourhood Development Orders
 grant planning permissicertain kinds of
development within specifiedon for area
 Community Right to Build Orders
 grant planning permission for
development schemes

20. Neighbourhood Plan:
It is about a community using land
use and development to deliver
somewhere to:
park
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21. Examples of emerging policies:
Environment Economy
Neighbourhood design guide & place
specific design policies
Protection & allocation`n of employment
Designation of Local Green Space Protection of car parks
Coalescence of settlements Town centre redevelopment sites
Protection of gardens Development of workshops
Small scale renewable energy Encouragement of working from home
Enhancement of biodiversity New retail in town centres
Control of advertisements & protection of
traditional shop fronts
Protection of business uses in village centre
Must be based on sound evidence :
Demographic – who lives here? current and trends
Socio-economic – who works? where? & at what?
Environmental issues – flooding, air quality
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22. Designations - heritage, landscape, wildlife
Transport – services, capacity, usage
Infrastructure – capacity, fitness for purpose,
need
Housing stock - type, tenure, condition, need
Land uses – potential development sites
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Encouraging community management
Relatioship between people and places
Create Walkable Neighborhoods
 Have legible streets and connected
activities such as schools, shops
 Encourage local trips to be made by
walking and cycling by having direct
routes to activities
 Establishing child care fasilities, Setting up
car-sharing schemes,having abus stop
moved near a community center,having a
pedestrian crossing provided on a busy
road, keeping a local police station

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24. Keeping places safe
Road design
Separate pedestrians.
Lower vehicle speeds.
Improve road way lighting.
Create pedestrian zones.
Encourage mass transit.
Land-use planning
Redesign cities that put facilities in close proximity.
 Walking is free and has great
health benefits - especially walking
to school & local services
 Walkways may be shared: walking,
cycling, prams, scooters
 Walking routes should be safe –
road crossings, pavement surface
 Cycling facilities important to
encourage use – lockers, showers,
maps
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25.  Well located and convenient
public transport to encourage use
over private vehicles
 Shelters and signage important &
accessibility to bus/train/tram
 People that use public transport
also walk to the train/bus stop
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26. surveillance and safety
 Create safe environments for
activity
 Perceptions of safety are a major
influence for people’s willingness to
be active
 Pathways should also be safe to
minimize falls and injuries
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27. THANK YOU……..