Rosewood Choice Neighborhood Program

ROSEWOOD CHOICE NEIGHBORHOOD PROGRAM

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PARTICIPATORY PLANNING PROPOSAL

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MAY 2013

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TABLE OF CONTENTS

CHAPTER IV | PARTICIPATORY PROCESS DESIGN

CHAPTER I | CASE DESCRIPTION The Choice Neighborhood Planning Grant Background Context & Academic Involvement Goals and priorities for Rosewood Choice Neighborhood Plan

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CHAPTER II | PARTICIPATION ASSESSMENT 7 10

Stakeholder Analysis Risk Assessment CHAPTER III | PARTICIPATION STRATEGY Overview Goals & Objectives Expected Outcomes Framework Stages, Tracks and Timeline Stages Stage 1: Preparation Stage 2: Interaction Stage 3: Execution Tracks Timeline Key Players Benchmarks

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Julio Carrillo | Casey Claude | Luis Guajardo Aynaz Nahavandi | Tom Rowlinson

Overview EVENT 1 : ROSEWOOD TALES EVENT 2 : ROSEWOOD INSIGHTS

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EVENT 3 : ENVISION ROSEWOOD EVENT 4 : ROSEWOOD IN ACTION

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CHAPTER V | DETAILED EVENT DESIGN EVENT 2 : ROSEWOOD INSIGHTS Purpose Event Design Schedule Evaluation Space Layout

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CHAPTER VI | CONCLUSIONS & APPENDIX

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Cognitive Mapping Neighborhood Assets Evaluation Surveys

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ROSEWOOD NEIGHBORHOOD AUSTIN, TX

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TABLE OF CONTENTS

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CASE DESCRIPTION

The Choice Neighborhood Planning Grant

I

CASE DESCRIPTION

On the eleventh of October 2012, the Housing Authority of the City of Austin became one among seventeen agencies nationwide to be awarded a $300,000 planning grant through the U.S.

Department of Housing and Urban Development’s “Choice Neighborhoods” initiative. The Housing Authority applied for the grant in partnership with the Austin Housing Finance Corporation, the

entity that administers program funding in collaboration with the City of Austin’s Neighborhood Housing and Community Development Office to generate and implement strategic housing

solutions for low‐ and moderate‐income residents1. The study area includes all or part of the

neighborhoods of Blackshear/Prospect Hill, Kealing, Robertson Hill, Guadalupe, Swede Hill,

Rosewood Glen Oaks, Davis Thompson, Foster Heights, Chestnut, Homewood Heights, Clifford

Sanchez and McKinley Heights with Rosewood Courts as the targeted public housing property.

“The Rosewood neighborhood of East Austin has historically been known as an African‐American community. Over half the adults have no high school diploma or GED and more than one‐third of

the neighborhood’s population lives below the poverty line. Crime rate is three times higher than that of the City of Austin and the neighborhood public schools had been rated “Academically

Unacceptable” by the Texas Education Agency for four consecutive years. According to the portfolio of the Housing Authority of the City of Austin (henceforth referred to as HACA), Rosewood Courts was built over seventy‐three years ago in 1939, making it one of the neighborhood’s oldest

properties. The units at Rosewood Courts have steep and narrow stairwells, no air‐conditioning and are equipped with very small bedrooms and living spaces that require upgrades. The

topography of the site differs by as much as 30 feet from one end of the property to the other,

making it difficult for residents to maneuver, particularly for the elderly or those with physical disabilities. It has been HACA’s hope to revitalize Rosewood Courts in order for it to effectively meet the needs of current residents and benefit the surrounding community2.”

HACA selected Camiros, a Chicago based urban planning firm as their consultant to accomplishing the objectives set forth in the Choice Neighborhood grant by the U.S. Department of Housing and

1

City of Austin, (2012). Available: http://www.austintexas.gov/news/hud‐grant‐spur‐rosewood‐transformation‐ plan [May 01, 2013].

2 U.S Department of Housing and Urban Development, (2012). Available: http://portal.hud.gov/hudportal/HUD?src=/states/texas/news/HUDNo.2012‐10‐11 [May 01, 2013].

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CHAPTER I CASE DESCRIPTION

CASE DESCRIPTION

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Urban Development. Camiros is currently working to build sustainable communities in more than

Choice grant. The Choice initiative focuses on three core goals3:

forty (40) distressed urban neighborhoods across the country through similar initiatives as HUD’s

Background Context & Academic Involvement

The segregation of black and white populations has historically been part of the United States’

1. Housing: Transform distressed public and assisted housing into energy efficient, mixed‐income

urban landscape ‐‐ Austin is not exempt. Boring this evidence from the city’s first comprehensive

housing that is physically and financially viable over the long‐term.

plan in 1928 when the Koch Proposal was presented to an accepting audience of leaders from the

City of Austin. Their response was to create a segregated East Austin, targeting the area as a favored

2. People: Support positive outcomes for families who live in the target development(s) and the

destination for non‐white individuals to make their homes. This decision has led East Austin to

surrounding neighborhood, particularly outcomes related to residents’ health, safety, employment,

become the neglected corner of the Austin community. While much of the city and its infrastructure

mobility, and education.

is growing rapidly, the pace of progress in East Austin has offered a striking contrast. The

Rosewood Choice Plan presents an opportunity to remedy past erred decisions and invest in

3. Neighborhood: Transform distressed, high‐poverty neighborhoods into viable, mixed‐income

people’s quality of life in East Austin.

and sustainable neighborhoods with access to well‐functioning services, high quality public schools

and education programs, high quality early learning programs and services, public assets, public

Over the first several months of 2013, the planning team‐‐comprised of HUD, the Housing Authority

transportation, and improved access to jobs.

of the City of Austin (HACA), Austin Housing Finance Corporation (AHFC), Camiros, Ltd. planning

firm, and members of the community4‐‐has had to be flexible in order to reflect the hopes and

The Choice Neighborhoods Planning grant allows HACA and its team to develop a comprehensive

values of neighborhood residents. The first two community meetings of the project did not unfold

neighborhood Transformation Plan. HACA and Camiros are expected to lead a planning process to

as planned, yet these unexpected hurdles ultimately proved to be great learning experiences that

build a stronger community by developing a shared vision for the future of Rosewood Courts and

will help inform the course of the Rosewood Choice Neighborhood Transformation project as it

its surrounding neighborhood. Community engagement is to play a pivotal role by informing the

progresses throughout the coming months. In the end, the obstacles presented by initial resident

community and its partners of the plan’s progress, soliciting input through one‐on‐one stakeholder

backlash to the process as it had been outlined by the planning team allowed for the cultivation of a

involvement and community meetings. The resulting Transformation Plan ought to address the

deeper understanding of the community and began a constructive dialogue between HACA

need for quality education, resident safety, access to quality affordable housing, commercial

employees and community residents. The conversation that has emerged as a result of the social

development and employment.

tension felt at the first and second Rosewood Community Meetings has revealed topics of

importance to Rosewood residents, such as questions of deep‐rooted discrimination and

HACA will eventually submit the Transformation Plan to HUD in an effort to secure an

neighborhood mismanagement. These discussions may facilitate the planning team’s ability to

implementation grant to complete the actual revitalization of the Rosewood Courts and to provide

address what truly matters to those living within the neighborhood.

supportive services to residents and community members. However, there is no guarantee that

HACA will receive the Implementation Grant due to the high number of applicants. As a result,

The first Community Meeting, held at the Boys and Girls Club on February 26th, unfolded with

HACA is expected to additionally identify other sources of funding to help make the plan a reality.

considerable criticism from Rosewood community members regarding the planning process itself.

4

Housing Authority of the City of Austin. (2013). Planning Team. Retrieved from http://rosewoodchoice.com/planning‐team/.

3

http://www.hacanet.org/downloads/2012drafttx001v02.pdf

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CASE DESCRIPTION Those present struggled with their lack of knowledge about the project in addition to the

receive answers to their questions, fostering a dialogue between participants and city officials that

disconnect between planners and residents. One resident’s objection to the Neighborhood Planning

both informed community members and bridged the divide from the first Rosewood Community

Handbooks that had been distributed to those in attendance brought these two issues to the

Meeting. Furthermore, the event demonstrated the importance of flexibility. While in the first

forefront at the first meeting. Community members, unfamiliar with the HUD Choice

Neighborhoods grant, saw the handbooks as marking their exclusion from the planning process.

The handbooks appeared, at first glance, to be a finished product that had not incorporated resident

contribution. In actuality, the Neighborhood Planning Handbooks were intended to bring

community members into the planning process. However, the lack of clear and easy‐to‐access

meeting Camiros, the planning firm, struggled to maintain their preconceived plans for the course

of their event, the second Community Meeting was completely overhauled to reflect the needs and

concerns of neighborhood residents. This dynamic and responsive approach allowed all present to

meet on common ground, providing an ideal starting point for the Rosewood Choice Neighborhood Transformation process in the future. This meeting demonstrated the importance of responding to

information for all members of the Rosewood neighborhood prior to the event led to resident

uncertainty about the purpose of the first meeting. Furthermore, the handbook did not represent

the character of Rosewood, indicating that it had been manufactured by an outside source. Camiros’ presentation further exacerbated the issue of exclusion from the process when the individual

leading the discussion came to the event in professional attire with a bowtie adorning his neck.

the needs of specific communities. Additionally, the second meeting illustrated the significance of fostering dialogue as a forum for all involved to voice their hopes, fears, goals and values. If the Rosewood project may be taken as an indicator of other planning processes, this expression of

opinions is a necessary part of such endeavors. Without it, a project may stagnate at the outset as a result of unaired opinions and confusions arising from unanswered questions.

That he presented himself in a manner so divergent from the nature of the community created

The success of the third Rosewood Community Meeting demonstrated the beneficial nature of

distance between the planning team and residents, an effect similar to that of the planning

providing community members with a setting in which to discuss the plan, ask their questions, and

handbook.

share their thoughts, feelings and experiences. At this gathering, exercises intended for the previous

event were finally explored since residents had been provided the opportunity at the second

Observations from this first event bring to light the difficulties associated with informing

Community Meeting to move beyond the personal barriers impeding previous efforts. After the

communities about important issues. While the planning team attempted to engage and inform

opportunity to share their thoughts, community members felt as though they could contribute to

residents prior to the first Rosewood Community Meeting, the event attendees were neither well

the planning process because they had told the planning team about “their” Rosewood.

acquainted with the process with which they were asked to become engaged, nor the impact that

Furthermore, this time residents understood how their involvement would contribute to the

their input would have upon Rosewood. Resident reception of the informative Rosewood Planning

Rosewood Choice Neighborhood Transformation Plan. The fact that the third meeting finally saw

Handbook brought about the recognition that knowledge must be presented to the community in

the formation of the asset boards‐‐a goal which had been set for the previous meeting‐‐is an

an easily accessible and digestible format. While the handbook provided a great deal of information

indication of the progress made. Considering the developments so far, providing residents with a

regarding the Rosewood Choice Neighborhood Transformation Plan, its scope proved

overwhelming. For a resident to find an answer to his or her questions within the handbook could

present a daunting task, potentially discouraging community members from reviewing the material at all. However, if the plethora of information within its many pages were broken into smaller pamphlets or addressed within a conversation with officials, residents might have pursued

discussion forum at the outset of Rosewood’s process could have potentially streamlined progress in more effective manner.

Witnessing the evolution of neighborhood participants lents optimism for Rosewood’s future.

There's potential for a vibrant bond between HACA and neighborhood planning participants to

engagement the Rosewood Choice Neighborhood planning project from its outset.

develop in the ensuing months. Above any feedback loop or project milestone, this will be the most

important factor for a successful Choice Neighborhood Plan in East Austin.

The second Community Meeting, held at Kealing Middle School on April 2nd, addressed the issues

presented by the first event. Residents were provided the opportunity to voice their opinions and

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CHAPTER I CASE DESCRIPTION

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CASE DESCRIPTION

outlines the entire participation plan. Chapter IV details the major events that will take place

Goals and Priorities for Rosewood Choice Neighborhood Plan

The participatory planning process outlined within this document stems directly from the evolution of the Rosewood Choice Neighborhood Transformation Plan as observed throughout the spring of 2013. The observations gathered of the planning process over the course of its early months have

informed the objectives and methods used in the endeavor’s proposed design. Indeed, the goals and priorities of the participatory planning process proposed over the following pages specifically

throughout the project. Chapter V provides a detailed description for the most critical event within this plan. Chapter VI concludes with a reflection of both the process currently in place and the one proposed here.

address public empowerment. As the design of a successful participatory process, this proposal maximizes the involvement and participation of active community members. Furthermore, it

emphasizes continuous and extensive outreach to engage as great a number of participants as

possible. Elemental to the Plan presented here is the planning team’s intimate involvement with Rosewood through its encouragement of residents to share their narratives and engage in

conversations with the planning team in order to allow the plan to reflect the values, needs and ambitions of neighborhood residents.

This Plan not only empowers active participation throughout the project itself but also enables consistent learning about the planning process from an environment of conversation and both

horizontal and vertical interactions between Rosewood, the planning team, and key stakeholders.

Horizontal interactions shall be understood as dialogue within community members at the same

level, so they are conscious and aware of other lenses, visions, values and ambitions in this planning process. The main goal of the participatory design outlined within this document is to develop a Transformation Plan that stems from, and builds toward, community agency.

A set of measurable tools within the process proposed here include pilot projects, surveys, and a

future land use map. All these elements will be clearly outlined and directly linked to the ambitions

defined by the participants involved in the planning process.

The next chapter of this report is a participation assessment that consists of a stakeholder analysis

and a risk assessment. The stakeholder analysis defines which institutions and community entities are expected to most critically affect the participation process (Chapter II.I). The risk assessment

then identifies the greatest challenges within the participation process (Chaper II.II).Chapter III

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CHAPTER I CASE DESCRIPTION

PARTICIPATION ASSESSMENT

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II

Stakeholder Analysis

PARTICIPATION ASSESSMENT

Organizations and institutions may have a direct or indirect relationship to the Rosewood Choice Neighborhoods Project’s Transformation Plan. The relation of these entities to risk, decision‐

making power, task framing, level of concern and role with the public are the primary factors that

determine such associations. In determining their level of exposure to the planning process, defined below are the different stages and roles each of the identified groups are expected to play. They

have been divided into two classes: internal stakeholder‐‐those who have a direct effect and control over the process; and external stakeholder‐‐those with a more tangential relationship to the process and the neighborhood.

INTERNAL STAKEHOLDERS

Housing Authority of the City of Austin (HACA) | AHFC (Financing) The internal stakeholder role played by HACA in the Choice Neighborhood Planning Grant

largely stems from the organization’s responsibility to serve residents and provide them with affordable housing solutions that are sustainable over time. This entity has been selected to

direct the planning effort that will be evaluated by HUD in order to grant the implementation funding.

While HACA has been chosen to receive the grant, the outcome of the plan and the project itself

will be closely analyzed and approved by the Austin Housing Finance Corporation (AHFC). AHFC has a financial role in this process and it is represented by elected Council members. Both of

these entities have the responsibility of admirably managing the grant. The risks assumed by

these groups are related to their future reputations as well as the political implications of the role, particularly in the case of Council members representing the AHFC.

HACA and AHFC represent the interests of the residents in terms of the plan’s success and

proper management of the HUD Choice grant. For these entities, the role of the public should be one of high involvement to consistently monitor the management of the grant and to ensure

success is measured by the community’s goals. These bodies are primarily concerned with the

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PARTICIPATION ASSESSMENT quality of public involvement in the process and troubles associated with opposition forces that

The primary risk for this group rests in the potential change the Plan may cause in the

rapport may be due to a previous climate of mistrust with planning efforts in the area.

Rosewood’s composition, the population involved with the Club could change considerably.

could complicate or escalate a bad public rapport (e.g. negative press). A potentially poor initial

neighborhood’s composition. If the Plan has the unintended effect of drastically altering

Considering the Boys and Girls Club’s willingness to host the first Rosewood Community

HACA and AHFC are highly important players in this process and their willingness to participate

has made possible the receipt of the grant. In the participation process these entities are obliged

Austin Independent School District

to create a collaborative environment in order for the plan to succeed.

The AISD’s decision‐making interest in this process can be assessed as medium to high. AISD has

Planning Consultants

great interest in the process as it relates to education. The Austin Independent School District

The consultants are a private firm acting as a coordinator. Their selection by HACA is based on

may define the planning tasks according to its vision as well as its current programs and plans.

projects. While the consulting firm has the responsibility of leading a participation process, they

increase academic achievement. The Austin Independent School District emphasizes the

the company’s level of experience with planning, urban design, and economic development

The vision of the Austin Independent School District here likely includes finding opportunities to

are also charged with making later design decisions for the Rosewood neighborhood area. The

importance of the public’s feedback on its work and finds changes in education to be its greatest

consulting body will work with Rosewood to create a vision using community feedback

concern. Further affecting the AISD’s role in this planning process is the fact that it may want to

regarding their ambitions and concerns. Consultants’ risks are related to the potential misreading of residents’ input.

keep or increase the level of its influence upon the neighborhood.

The University of Texas at Austin

Critical goals for the consulting team include active public participation and a high level of

The interests and needs of UT with regard to the Rosewood Choice Neighborhoods Project rest

residents that may alienate a portion of the community. A transparent planning process will

act as a case study for future generations of planners. Behind these interests in the project,

involvement. The main challenges to be considered are the contradictory demands presented by

largely within the educational potential it provides to its students and the ability of the project to

assist in diffusing such conflict. This entity will act as an intermediary strategist between the

however, lies the UT School of Architecture’s fundamental desire to see the Plan succeed,

community and HACA, collecting all the needs and goals from the community and translating

Meeting, the Club is both eager and likely to participate in the planning project.

allowing for the quality of life within the Rosewood neighborhood to improve and continue to

them into a planning strategy.

rise while maintaining the sense of community in the area.

Youth Development |The Boys and Girls Club

The localized risk associated with UT’s involvement in the project is tied to the school’s name

As a sponsor of the Plan, the Boys and Girls Club is likely to have a significant desire to see the

and reputation depending on its association and the plan’s success. As a learning experience, UT

endeavor succeed. However, as far as the planning project is concerned, it is conceivable that the

is particularly concerned with the transparency of the project and the level of involvement that

club is most concerned with creating an environment conducive to positive youth engagement and a strong sense of community. The Boys and Girls Club exists for the purpose of providing

children with opportunities for personal growth. The organization may therefore be expected to

the school is granted in the process. This stakeholder has proved to be a valuable resource when

given the opportunity to become involved.

Churches & Religious Organizations

have considerable interest in the Plan since the Boys and Girls Club shares a direct relationship with the community’s youth .

Churches and religious organizations are highly dependent upon the local population. If peoples’

quality of life begins to suffer, if families are forced to move from the area, or if an influx of new

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PARTICIPATION ASSESSMENT

Rosewood Courts Residents

people come into the neighborhood, churches risk direct impact. Churches and religious

organizations are particularly concerned with those individuals who attend their services and

The residents of the Courts are the most vulnerable group within the plan. The proposed

those of community members. Since community members may be expected to care about their

that will be most directly impacted by the Rosewood Choice Transformation Plan project, the

are involved within the church; their interests, needs, concerns and issues are likely to mirror

planning initiative directly affects these residents. Since they are the neighborhood’s residents

quality of life and their sense of community, churches and religious organizations may very well

group will have a strong voice that must be carefully analyzed and taken into account. Residents’

share those interests.

concerns and issues include fears for the Rosewood Courts’ demolition and apprehension

Churches and religious affiliations provide an immediate and local point of entry into Rosewood;

engaging in honest, informative conversations with residents of the Courts from the outset and

regarding the deteriorating quality of life within the Courts. Expressing empathy as well as

they are invaluable in helping articulate the process, inform citizens of upcoming meetings, and

continuing this practice throughout the process will diffuse neighborhood concerns about the

raise awareness. As such, they must be addressed early and often.

future of the housing project. This group’s level of concern regarding this project is high. Their

willingness and likelihood to participate in the planning project is high as it depends on whether

Neighborhood Associations

they are heard, respected and valued at public meetings as an integral part of the planning

The greatest concern of the neighborhood organizations in East Austin is that they be well‐

process.

served by the project and that they are provided with opportunities for thorough consultation of

Neighborhood Residents

the project. Maintaining the essence of the neighbourhood is also of great concern. The

Rosewood Neighborhood Contact Team bylaw strictly mentions the need to preserve single‐

The residents of this affected area strive to maintain their homes and place great importance

and relentless gentrification, pose major problems for Rosewood. Within the framework of this

process, poor communication during the planning process, lengthy meeting sessions to which

family housing. Historic issues of crime and poverty within the neighbourhood, as well as recent

upon the quality of life within the neighborhood. Neglect of their interests within planning

project, resolving these issues by ensuring the proper allocations is a primary concern.

they have not been invited, and unfair distribution of the project’s transformation efforts are

Constraints may involve the financial interests of a developer that may not consider the needs of

their main concerns and issues. Neighborhood residents’ level of concern regarding this project

more disadvantaged and/or long term residents.

is high. Their willingness and likelihood to participate in the planning project is medium to high

as it depends on whether they are heard, respected and valued at public meetings as an integral

Health Services

part of the planning process.

The services in the area all employ right‐of‐access as part of their mandate. Their goal is to

Travis County Health and Human Services and Veteran Services, self‐sufficiency of individuals is

EXTERNAL STAKEHOLDERS

provide services to those lacking necessary insurance or financial resources. In the case of the

also essential to their mandate. Self‐sufficiency features in the values of listed providers.

The United States Department of Housing and Urban Development

Integrated Care Collaboration and Children’s Optimal Health provide more research‐oriented services, identifying needs and express health conditions in Austin. The roles of these health

Through the Choice Neighborhoods program HUD intends to strengthen the housing market and

services within the Rosewood project are to ensure continued resident access as well as to

protect consumers by meeting the need for quality affordable rental homes, establishing housing

the services specify that they are a referral program, not one of direct aid. Providing a greater

communities free from discrimination. HUD promotes a comprehensive approach to

encourage new research in the health field. The constraints in this case are budgetary. Many of

as a platform for quality of life improvement, and building inclusive and sustainable

spectrum of services may be part of their agenda.

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PARTICIPATION ASSESSMENT transforming distressed areas of concentrated poverty into viable and sustainable mixed‐income neighborhoods. As such, the resulting plan must address distressed housing, failing schools and rampant crime in the Rosewood Courts and surrounding neighborhood. HUD’s interest is to

be a valuable contributor to pilot and/or implementation projects (sidewalks, cycling, bus stops,

CAMPO

invest its resources to build a stronger, more sustainable community. HUD has a high

participation level and they are therefore strongly interested in their representation within the

lighting, trees, benches, etc) as proposed within the Rosewood Transformation Plan.

The Capital Area Metropolitan Planning Organization (CAMPO) is the area’s transportation

planning process. As financiers, success is critical for this entity.

planning organization tasked with planning for all state and federal roadways. This entity may anticipate little to no risk to its traditional planning process, the TIP & MTP plans (the 4‐year

City of Austin Parks & Recreation Department

transportation plan and 20‐year plan, respectively). Its level of concern is minimal since most

The City of Austin Parks & Recreation Department carries significant influence as an external

roadways in the Rosewood geographic area are city streets, exempting its policy committee from

stakeholder due to its position as a department in the City of Austin and may thereby affect the

making decisions. CAMPO’s willingness to participate will be minimal, but in the case of

plan through City Council connections or sway other city administrators. Parks and Recreation

providing assistance, they may provide technical expertise or long‐range transportation

must ensure consistency between the Rosewood Choice Neighborhoods Project’s

Transformation Plan and its own agenda. In the case of inconsistencies, Parks & Recreation

planning input.

CAPCOG

could adopt Rosewood’s findings into their planning, influence changes, or rely on political

pressure to manipulate the process as it so chooses. The risk of planning inconsistency is not

The Capital Area Council of Governments (CAPCOG) is the regional planning organization tasked

Recreation Department’s projects and planning endeavors are not compromised, it is anticipated

minimal with regard to this plan due to the scale at which the entity operates. Certain

or “active participants” if their array of Regional Plans (Economic Development, Housing, Water

Banking institutions (BofA, Wells Fargo, JP Morgan Chase, etc.) may find that the grant presents

Transformation Plan, although such a situation is highly unlikely.

significant, as alignment of plans can be an opportunity for both entities. As long as the Parks &

with setting regional goals, plans, and policies for urban and rural development. CAPCOG’s risk is

that the department will be willing to participate in an advisory role.

departments of a COG could become “technical reviewers”‐‐such as a GIS/Mapping Department‐‐

Banking Institutions

Quality, Air Quality, etc.) are compromised by the Rosewood Choice Neighborhoods Project’s

great opportunities for real estate investment. Banks therefore have a high level of interest in

determined by how appealing they find the prospect of cultivating the Rosewood neighborhood

uncovering new sources of mortgage financing. Their likelihood to participate will be

market.

Risk Assessment

Capital Metro

Capital Metro (CAPMETRO) is the region’s public transportation provider. Its risks revolve

This risk assessment enables the planning team to identify the risks and threats that face the

around the question of future development plans. A case in point: the metro rail line currently

Rosewood Choice Neighborhoods Transformation planning project and consider measures that

runs within East Austin. If Rosewood requests a transit station that is not economically or

could reduce those threats. The following critical risks identify the core potential issues,

politically feasible for CAPMETRO, a public relations problem could arise. Therefore,

controversies, power struggles, and/or communication problems that could arise over the course of

CAPMETRO’s concern is moderate with regard to this plan. Communicating with its planning

the planning process and are paired with recommendations for minimizing their impacts.

staff early will assess opportunities and constraints. Simultaneously, CAPMETRO could prove to

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PARTICIPATION ASSESSMENT SUMMARY OF STAKEHOLDERS INTERNAL STAKEHOLDERS Interest

Decision making power

Risk

high

high

high

Key player, decision maker

Process manager / driver

Very active and involved

Camiros

high

high

high

Consulting company (planner)

Process manager / driver

Very active and involved

Schools

high

medium

low

Support

Senior Activity Center | Health and Wellness Center

low

low

low

Support

medium

medium

high

Provide accountability for school(s) demand Provide accountability for senior citizens Provide accountability for organized associations

high

low

low

Support Provide youth with a safe community and opportunities for Be a plan sponsor and provide a brighter future support for the project

Active and supportive of education of children and adults Respectful and supportive to seniors Organized and lead towards community goals Active and involved so as to foster healthy family values within the community

low

Enhance Rosewood residents' quality of life while maintaining community character

Very active and involved

Local Government/Grant Recipient: Housing Authority - City of Austin | AHFC (Financing)

Neighborhood Associations Youth Development (Boys & Girls Club, Life Changers)

UT Austin

Churches / Religious Organizations

high

NIMBYism; gentrification

Bystanders of the process

high

high

high

Affordability, Capacity building, gentrification

medium

high

low

Creation of a safer community; reduction of crime

Provide a voice for residents of this historic housing element Provide expertise on crime patterns and types of crime; input for safety measures

Concerns & issues

Willingness to participate

-

High

Feasibility and budget Feasibility and budget

High High

low

Infrastructure providers (CAMPO, transportation department) Sponsors: Banks, non-profit organizations

low low

low low

Business Community (restaurants, retail, etc.)

low

high

medium

high

Workforce Development/Employment (Goodwill, etc.)

Raising property values; rezoning issues; displacement; potential hostility towards newcomers

high

low

Health Entities (Clinics, Preventative Care, etc.)

Open to diversity of incomes and willingness to build diverse communities

high

HUD

low

medium

Activities and facilities for seniors Tools and roadmaps for community organization Safety, sense of community, recreational space, youth opportunities Public participation and engagement; High quality of life; Maintainance of community character

Active participants/decisionmakers

high

Interest and needs Expectation for Governmental success Expectation for Regional success Service provision, Marketing Expansion of markets; larger client base; socioeconomic diversity Easy access to health care for residents; health care infrastructure comensurate with population's needs Provision of opportunities/infrastructure for community advancement (libraries, small business incubators, etc.)

Education (Lower, Middle, High & Superior)

Maintain/increase membership; Community support; Well-being of members/followers Raising property values; rezoning issues; displacement; potential hostility towards newcomers

medium

Level of concern

Concerns / Constrains Public participation and engagement Public participation and engagement

Active while remaining respectful to and supportive of religion

medium

Risks

Role of public should be‌

Provide support with the creation of the plan Provide accountability for religion(s) and ensure that church members are okay (not forced out of the neighborhood, etc.)

medium

Rosewood Courts Residents

EXTERNAL STAKEHOLDERS

Perception of role

Improve quality of life for members of the church

Neighborhood Residents

Safety and Enforcement (Police Dept., Fire Dept., etc.)

low

Task framing

Provide anedotal evidence of safety concerns

Loss of clients; Rising Capital Costs Medium Prevent deplacement; adequate access to health care; impact of urban design of residents' health habits Medium Displacement of residents; lack of attention to workforce skills; neglect towards educational improvements

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High

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PARTICIPATION ASSESSMENT First‐time HUD grant experience for HACA

BUILD A RELATIONSHIP WITH THE COMMUNITY EARLY IN THE PROCESS: The planning team

This is the first occasion that HACA has been granted financing from HUD. Due to the novelty of

must build a transparent relationship starting from the time that the grant is awarded in October

this experience, HACA has the challenge of creating a fruitful product while engaging in a

2012. HACA must clearly state the demands placed by the HUD grant upon both themselves and

learning experience. This could be defined as a high‐risk operation with respect to the successful

the neighborhood in order to execute and implement the participatory planning process early

accomplishment of the goals of this project.

on.

a. Level of controversy: MEDIUM

CREATIVE AND INNOVATIVE PROCESS: The planning team will need to find and create

Most of the controversy will be focused upon the allocation and management of the HUD funds.

innovative ways to keep the community engaged with this process for it will be challenging to

It is to be expected for an entity to meet with pressure and expectations for success from

keep every stakeholder interested. By providing the community with consistent ownership over

community members when significant financing is received.

the design of the final Choice Neighborhood Transformation Plan, Rosewood will achieve a

b. Recommendations to minimize this risk:

TRANSPARENCY: It will be very important to provide transparency regarding the management

Engagement of unforeseen stakeholders.

of the grant, its goals and the challenges encountered.

As the the project continues, unforeseen stakeholders will present themselves. These

PROCESS MANAGEMENT CAPACITY: HACA has the challenge of instilling confidence throughout

stakeholders must be addressed and included in the participation process efficiently and

the process. Although this is the entity’s first involvement with the Choice grant, the community

without offense.

should feel assured of the planning team’s responsibility and the issues they raise should not be

greater capacity to accomplish the neighborhood’s goals.

dismissed.

a. Level of controversy: High

Dormant stakeholders may only engage with the project if there is an controversial element that

Lack of trust and participation from the community

had not previously been apparent to the community prior to a certain stage. Such stakeholders

Previous efforts resulting in insignificant and even undesired outcomes have produced a certain

may become increasingly vocal once they realize that what is being discussed directly affects

level of anxiety regarding planning efforts in East Austin. The planning team has the challenge of

their investment in the neighborhood. On the other hand, there may be stakeholders who do not

creating a transparent trust‐building process that empowers the community instead of dictating

traditionally have a say in such deliberations yet who may appreciate the invitation once

the level of participation through bureaucratic means. Although trust is difficult to achieve, the

identified.

planning team will simply have to be consistent with its goals and clearly express the potential

for an implementation phase.

b. Recommendations to minimize this risk:

PUBLICITY & OUTREACH: Those responsible‐‐including HACA, the consultants and the City‐‐

a. Level of controversy: HIGH

must ensure a broad and consistent level of publicity for the project so that unforeseen

If there are few resources for implementation, there may be backlash in addition to further

stakeholders may identify their concerns early, instead of attempting to derail the planning

distrust from the community. HACA could be involved in a controversy that attacks the plan

process later on. Similarly, community outreach to individual citizens may help build a network

itself and the capacity to assist the area in a meaningful way.

of awareness across groups that are not immediately apparent.

b. Recommendations to minimize this risk:

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Various stakeholders’ definitions of success

b. Recommendations to minimize this risk:

With quite a significant number of groups involved in the Rosewood Choice Neighborhood

FOSTER OPEN, RESPECTFUL DIALOGUE: Creating opportunities for various stakeholders within

Transformation process, the likelihood of differing opinions with regard to the project’s success

the Rosewood neighborhood to speak with one another about their interests and concerns with

will be equally substantial. The Rosewood neighborhood is demographically very diverse and

regard to the future of the Rosewood neighborhood will help minimize conflict by enabling

faces numerous issues which may well clash with the values of differing groups.

individuals to better understand opposing opinions. By creating safe avenues for

communication, people may feel free to fully explain themselves and those with alternative

a. Level of controversy: High

viewpoints will gain perspective.

The greater the number of stakeholders and the larger the multitude of issues at hand, the more

considerable the directional difficulties of the planning process. Success may be defined in

TRANSPARENCY: While it is inevitable that there will be a great many interests involved in the

radically different ways, so much so that the project could face deadlocks in future community

Rosewood Choice Neighborhood Transformation Plan, clear communication with the public of

meetings.

the intentions that led to the HUD Choice grant and the ensuing planning process will moderate

disagreements.

b. Recommendations to minimize this risk:

DEFINE SUCCESS: Each identified stakeholder will draft his or her own definition of success

Inefficiencies within the planning process

early in the process in order to help formulate a coherent understanding of the controversies at

Inefficiencies might arise due to the large body of stakeholders. Attempts to please such a great

hand. Such an exercise may also help the stakeholders to define their own desires within the

number of interests may compromise the goals of the plan as described on the grant proposal to

context of the project. Ensuring that everyone is aware of the expectations and needs of the

HUD. Ultimately, having a wide variety of people to please may result in inefficiencies within the

greater community may help less cooperative or maligned groups to identify their positions

planning process, especially when stakeholders with conflicting values come together. However,

within the population’s more commonly shared desires.

limited participation can produce an ineffective plan as well, for the process may suffer from a

lack of input that accurately reflects the community’s interests. The importance of striking a

Differing views and ideas for the project

balance between plan effectiveness and planning process efficiency needs to be properly

Various stakeholders have had divergent experiences within the Rosewood neighborhood that

addressed from the beginning. The resulting technique will then be used to inform the public

have led them to unique personal interests with regard to the future of the area. Residents,

engagement design.

business owners, and city officials may all be expected to have quite dissimilar views as to how

the HUD grant should be used and which values the ultimate Transformation Plan will reflect.

a. Level of Controversy: MEDIUM

If done judiciously, the public engagement design could yield a positive work environment for

a. Level of controversy: HIGH

the planning process without sacrificing public input. If planning goals are disproportionately

The direction the plan for Rosewood will take is one of the key questions of this planning

prioritized over public input, the plan could lack key elements, neglect potentially affected

process. There are a great number of stakeholders interested in the Rosewood neighborhood

members of the public, and encounter insufficient public support for implementation, thus

project and they are each expected to have unique hopes for the participation process, thereby

rendering it ineffective. However, if public participation derails efforts that support the purpose

opening potential for conflict between vying Rosewood interests. It is not unreasonable to

of the plan, the length of the planning process naturally expands due to the amount of time

assume that there is significant potential for conflict due to the various opinions of stakeholders

required to bring all stakeholders to a conclusion.

concerned with the Rosewood neighborhood.

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PARTICIPATION ASSESSMENT

b. Recommendations

ESTABLISH COMMON GROUND: The HUD Choice planning project offers the prospect of healing fragile stakeholder relationships by bringing shared ambitions together. This method has the

opportunity to permeate other aspects of urban development and increases the social capital of a neighborhood going forward. Finding commonalities between organizations is a technique

that may be used to develop a planning strategy that joins organizations with mutual needs as they search for solutions.

The stakeholder and risk analyses described within this Case Description provide critical insight

into the design and execution of the strategy in the following chapter. Understanding these elements is a necessity when considering the following approach.

Â

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PARTICIPATION STRATEGY

III

Overview

PARTICIPATION STRATEGY

In addition to acknowledging the various stakeholders and risks associated with the formation of a participatory planning process, it is also important to understand the overarching political context

of such a strategy. In this case, there is first the Imagine Austin plan and the implications that it may

have upon how the Rosewood neighborhood may change in the future. Second, the project must account for the three core goals of HUD’s Choice Neighborhood program: Housing, People and Neighborhood. Housing addresses the quality of the public and assisted housing stock; People

emphasizes the importance of education and public services; Neighborhood focuses upon public and private reinvestment in distressed neighborhoods.

The greatest priority is to help the residents of Rosewood develop ownership of the planning process.

GOALS AND OBJECTIVES:

Goals: 1 2

Develop a dialogue within Rosewood about the community’s past, present, and future.

3

Transformation Plan.

4

assessment of the success of implemented pilot projects.

Enable the Rosewood Courts and the neighborhood at large to take ownership of their Produce a final Plan that reflects Rosewood resident participation and includes an Establish lasting channels of communication within the neighborhood for continued collaboration long after the planning process has ended.

Objectives: 1 2 3 4

Engage a wide breadth of Rosewood residents Connect with Rosewood on a personal level

Encourage residents to take initiative in the plan’s development

Generate planning momentum and long‐term goals

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PARTICIPATION STRATEGY

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5

Initiate dialogue that goes beyond consensus building and generates collective wisdom

STAGES, TRACKS AND TIMELINE

EXPECTED OUTCOMES:

STAGES:

The planning process has been divided into three stages:

1 2 3 4

Inspire a Rosewood reflective of its people’s values

Achieve neighborhood empowerment throughout and beyond the planning process

Develop a Transformation Plan that will reinforce Rosewood’s ideals and ambitions

Create pilot projects that inform potential implementation strategies

Preparation | Interaction | Execution

Stage 1 ‐ Preparation

Stakeholder Analysis/Initial Participation

FRAMEWORK

The first stage of the planning process will be to identify and approach community members and

community leaders, the planning team‐‐consisting of the hired planning consultants and HACA‐‐

organizations in order to create relationships and build trust. Once a rapport is established with

will investigate ways of seeking out greater community interest. In the very first project of this

The strategy here shifts from a linear, results‐driven approach to a circular technique that

entire process, the planning team will volunteer, assist with and participate in the Rosewood

addresses issues of “place” as defined by the neighborhood’s community identity. This strategy

neighborhood’s Juneteenth celebrations. Due to the fact that planning for this event begins in

aims to enhance the spirit of Rosewood using an approach of narrative exploration that emphasises

February, communication should be established with organizers by December of the preceding

present community assets. Dialogue throughout the process facilitates the discovery of connections

and interactions that will contribute to understanding the spirit of place and identity of the

community.

The key approaches of this strategy include narrative exploration, discovery of Rosewood’s

collective aspirations, and collaboration that allows Rosewood residents to direct the planning

process. These techniques will be managed through community meetings, workshops, pilot projects and involvement in well‐established neighborhood events. Defining success early in the planning process will allow the building of a consistent common goal and objective for the community.

Furthermore, this will lead to inspiration and motivation for the visualization of the Rosewood identity and spirit.

year. Such involvement in the existing community event will build trust with the community

members involved in organizing the Juneteenth celebrations.

Stage 2 ‐ Interaction

Public Events The first moment of open public outreach, The Rosewood Tales, will be coordinated with the

annual neighborhood Juneteenth celebrations. When designing and implementing the planning team’s involvement in this event, it is important to remain flexible and consider the most

appropriate manner in which to participate in the festivities. Volunteering and attending

Juneteeth planning meetings will be essential. The Rosewood Tales will consist of an exhibit that

will be set up to inform residents of the upcoming participation project. It will also, however,

seek to gain neighborhood insight and facilitate an understanding of residents’ stories and

ambitions. The planning team will engage Juneteeth participants by asking them to tell a story,

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PARTICIPATION STRATEGY describe an asset of the neighborhood, and/or share an ambition they have for Rosewood.

storytelling, attendees will consider key questions about their ambitions for Rosewood. This task

one of the upcoming community meetings; artwork on the community mural‐‐the “Community

to write and draw their hopes and interests for the neighborhood upon a large map of

Residents’ answers could be documented in multiple ways: letters that would be addressed at

Wall”‐‐ installed at the exhibit; or audio/video recordings. The intent is to gather a “collage” of

the neighborhood and display within Rosewood a Community Wall that represents the plurality of community voices. Most importantly, it will foster neighborhood pride from which greater interest in guiding the planning process may arise. This event will encourage one‐on‐one

individual conversations and story‐sharing opportunities that will be collected for presentation in the following event. This first approach of friendly participation and positive activism should

will be accomplished with a rudimentary mapping exercise that will invite tables of participants Rosewood. This exercise will be facilitated by individuals trained in LENSES facilitation, helping residents to view their neighborhood through different perspectives and observe

interconnections between topics of importance. The second phase of the meeting will require the planning team to help organize residents into Action Teams shaped by the values and

ambitions identified. The main purposes of this event include the identification of community values and the forging of Action Teams comprised of participants interested in the ambitions

blend seamlessly with the existing celebratory event. The individual conversations will garner

shared by community members. The Action Teams will henceforth be charged with leading the

and general goals.

trust in the planning team as well as provide a more casual initial introduction of the HUD grant

Following The Rosewood Tales, the planning team will put together a synthesized presentation

of the stories collected for the first organized planning event: Rosewood Insights. Any residents wishing to help in the planning and design of the event will be encouraged to do so at the

Juneteeth event and subsequently through public advertisements on radio stations, in local

planning process and developing goals for Rosewood.

Over the two months following Rosewood Insights, these Teams (including the Courts Team)

will be tasked with creating short‐term, mid‐term, and long‐range strategies that address how their respective ambitions will be incorporated into the Transformation Plan‐‐the HUD

deliverable. This Plan will be carefully reviewed by the planning team and HACA to ensure that components of the three Choice elements (Housing, Neighborhood, People) are in place.

papers, and through neighborhood listservs. Community involvement at the Juneteeth

public meeting. Advertising will be critical‐‐all media will be implemented. Indeed, residents

the following events that will be focused on drafting the Transformation Plan. These exercises

celebration exhibit will enable the planning team to generate sufficient interest in the next

Those residents not involved with Action Teams will be performing complementary exercises in

wishing to write or blog about this participatory process will be encouraged to do so by the

will be geared toward developing a desired land use element which will be incorporated into the

(planning consultants, HACA, and stakeholder agencies wishing to play a critical part in planning

planning team.

Between The Rosewood Tales and the following meeting, coordinators at the Rosewood Courts will be asked to form an Action Team with interested residents that will address specific

concerns regarding the Courts. In addition to providing a venue for residents to voice their

opinions, this will also allow the planning team to address any speculation regarding the Courts’ demolition or resident relocation.

Two months after Juneteenth, the Rosewood Insights event will take place. The event will take the form of a public meeting where ideas, values and concepts that shape the special

characteristics of Rosewood’s “place” will be conveyed using the stories shared and the display created on the Community Wall at The Rosewood Tales event. In conjunction with this

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Transformation Plan with continuous feedback from the Action Teams, the planning team

design) and the community at large. Feedback will be provided through the last two critical events before Juneteenth 2014 (Envision Rosewood and Rosewood In Action).

The Action Teams will be expected to report to the community‐at‐large during the strategic

planning sessions, referred to as Envision Rosewood and Rosewood In Action. The planning

team will work closely with the Action Teams, but it will ultimately be the Teams who design

Envision Rosewood. The planning team will operate strictly to consult and advise on the three principles of the HUD Choice grant.

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PARTICIPATION STRATEGY Two months from Rosewood Insights will be Envision Rosewood, where residents plan out ideas

At the same event, the drafted land use scenarios created as a result of Envision Rosewood will

workshop will be designed and guided entirely by the Action Teams to clearly establish and

this part of the process as Action Teams assess needs and provide additional findings.

gathered from the Action Teams’ updates and their meetings with the planning team. This

receive feedback from experts as well as other residents and Action Teams. Flexibility is key in

articulate a vision and concrete objectives that can result in action on the community’s part.

Neighborhood residents will help craft desired land use scenarios after hearing the findings

Community empowerment within the planning process will continue as residents work with

from the Action Teams. These scenarios will be part of the Envision Rosewood event where

residents, a technique which essentially gives control to Rosewood. This method transforms

Action Teams, the planning team and other stakeholders collaborate in the creation of a shared

Rosewood’s social capital into regenerative capital. The intention is that the arrival of February

recommendations following the Envision Rosewood event.

to integrate Rosewood Choice Neighborhood Transformation Plan events into the next

vision. Action Teams will conduct mapping exercises, assess feasibility, and form

2014 will see residents wishing to continue the participation process, thereby motivating them

Juneteenth celebrations.

A strategic media plan will be created to document and discuss future Rosewood planning

Transformation Plan

events as well as facilitate the sharing of ideas. Action Teams will be consistent collaborators on the plan. This media plan will be led by the planning team but work with Action Teams to raise

By Juneteenth 2014 the planning team will have a Transformation Plan drafted from the

encourage Action Team members to write a piece for an online board that would be featured in

project. These reports will set up the next step‐‐implementation‐‐if deemed necessary. The

project visibility and inspire greater continued participation. One facet, for example, would

materials collected in each meeting, in addition to reports on the level of success of each pilot

the Austin Chronicle and other local papers. Having consistent visibility will also encourage

social connections made through the participatory planning strategy are intended to remain a

community members to join the Action Teams as the process continues. The planning team will

part of the Rosewood neighborhood. Indeed, the Plan is intended to serve continued

remain as open and collaborative as it will have been initially in its participation with the

participation in neighborhood engagement. By the end of this process there will still remain the

Juneteenth celebration. This will namely require that they are available to consult with the

community involvement fostered by this participatory strategy, only without any need for

Action Teams and the community to provide guidance and help raise participation in the Teams.

facilitation from outside planners. Continued revision will take place from the opportunities for

Stage 3 ‐ Execution

feedback incorporated within each step.

TRACKS: Action Teams will present their ideas to their fellow residents at the Rosewood in Action

5 main tracks are defined in this process:

discussed at this event. Rosewood residents will participate in a dialogue where fellow

Track #1: PLANNING TEAM

workshop. The Teams will focus their ambitions for Rosewood through pilot project ideas to be neighbors conduct the process. The Action Teams will propose a series of two to four pilot

This track consists of HACA, the consultants and stakeholders who wish to work intimately in

community will be given the opportunity to deliberate the ideas. The Action Teams’ final

prepares for The Rosewood Tales event at the Juneteenth celebration as HACA and the

the planning design process. These stakeholders may begin to be identified as the planning team

projects to be implemented, monitored and analyzed within a four month time period and the

consultants conduct their stakeholder analysis. This track focuses on interaction with

recommendations regarding their pilot project ideas will be based upon the ambitions of the

unforeseen stakeholders and the community in general. Early in the process, this track will

community that defined the Action Teams at Rosewood Insights.

initiate outreach through research that addresses key individual stakeholders. Interaction shifts

to preliminary activities before the Junteenth 2013 celebration with the team volunteering in the

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PARTICIPATION STRATEGY organization of Juneteenth. The planning team’s approach to interaction with the community is

conversational and focuses upon the stories of individuals in order to understand the narrative

of the neighborhood. This track is related to the second track, which will invite resident feedback

through its promotion of such input over the course of the planning process.

Track #2: MEDIA & MARKETING TEAM. This track consists of media and marketing specialists with the specific responsibility of

promoting the Rosewood Choice Neighborhood Transformation Plan. All actions for this track are geared toward informing and inspiring public participation through continuous and

consistent feedback from the planning team (Track #1). Continuous feedback and advertising is consistently linked to the community’s impressions and comments. Residents will be invited to participate in the process through the wealth of news outlets provided in Austin and online.

Track #3: ACTION TEAMS.

provide feedback and guidance for both the planning team (Track #1) and the Action Teams

(Track #3).

TIMELINE:

The following schedule showcases a timeline with milestones of events. Each track defined above

has a determined set of tasks that they need to be aware, as well as the length these tasks may take in a timeframe. Each track has a separate color that allows for better visualization of

responsibilities and participation / involvement. The following diagram is a proposed consequence of actions that all tracks will have to be aware; although flexibility is key in this process and this

timeline shall be looked as a preliminary idea of the length of the process, but modified if necessary.

This track consists of teams created after the Rosewood Insights event. All actions in this track are geared toward the involvement of community members who wish to play a critical role in

realizing the visions and objectives of the process. This track will be mostly developed by the

community with the planning team (Track #1) serving as a guide and source of support.

Track #4: ROSEWOOD COURTS TEAM. Created after the Rosewood Tales, this track consists exclusively of residents of the Rosewood Courts. All actions in this track are geared toward the involvement of residents willing to

provide feasible solutions to the issues surrounding the Courts. This team will be composed

earlier than the others specifically to address concerns regarding the demolition of the housing

project and any other rumors that might arise.

Track #5: NEIGHBORHOOD RESIDENTS. These are the residents of Rosewood in the broadest sense‐. This track recognizes that

participants of the events planned may not volunteer for any Action Team, yet still play an

essential role. All actions in this track are geared toward community involvement in the main

events that shape the Transformation Plan so that it reflects the neighborhood’s ambitions and

produces a land use element that is representative of community aspirations. This track will also

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PARTICIPATION STRATEGY

Key Players

will be implemented within the community. These projects will be at a small scale and will not

help to determine the pilot projects’ feasibility. Once completed, the planning team will document

require extensive amounts of time to execute. Stakeholders at the Rosewood in Action meeting will

Planning team: This team will be composed of both HACA and the consultants. This group will come together for meetings to assess the development of the process and revise it when such action is necessary.

The planning team will become involved in the planning process while simultaneously providing planning knowledge to Rosewood. This team will convene as necessary in order to bring

unidentified considerations to light. Furthermore, these gatherings will address proposals to the

the effectiveness and quality of the projects with respect to the goals set by the previous meetings

and/or best practices. At the end of the plan, all participating stakeholders will be given a survey by the planning team in order to assess the planning process (see Appendix ‐ survey section). In its

entirety, this feedback provides critical assessment of the plan, allowing accurate conclusions to be

drawn about the community’s experience throughout the process. Furthermore, the feedback will enable HACA to better prepare for the continued development and application of the Rosewood

Choice Neighborhood Transformation Plan, especially if it is awarded the Implementation Grant.

program as presented by residents through the community’s Action Teams.

Feedback Loops:

Action Teams:

The feedback loop in this participatory process consists of an approach administered by the

The Action Teams will be formed after the second workshop‐‐Rosewood Insights. Their tasks

planning team with intimate Action Team involvement: together they will build momentum that

will be to elaborate on community ambitions as well as the ideas for Rosewood as they are

aims to create dialogue, inspire ideas, encourage imagination and ultimately initiate a

generated in the workshops. The planning team will encourage the Teams to be as creative and

celebration of the neighborhood. With the inspiration fostered here, the planning strategy will

open as possible. The Action Teams are to adapt based upon the changing interests and ideas

become a part of cyclical community engagement in the annual Juneteenth celebration as a

that arise in each of the meetings that the Teams hold every other month. By the third workshop,

marking point.In addition, the pilot projects selected by the consortium and carried out by the

the Action Teams will have recommendations that they will proposed as Pilot Projects for the

planning team and Action Teams to execute collaboratively.

planning team are feedback loops that will inform implementation strategies in the

Benchmarks

Transformation Plan.

The development of the plan has process and outcome evaluations embedded within it. The major

benchmarks administered in this process are the pilot projects. There will be a general strategic

planning survey administered to event participants regarding Rosewood’s legacy in order to inform the tactical planning set to occur at Envision Rosewood (see Appendix ‐ survey section). After the

Rosewood Insights event, participants will be asked to complete a survey that will allow the

planning team to assess the success of the LENSES facilitation that occurred at each of the tables

during the values and ambitions mapping exercise (see Appendix ‐ survey section). The third

workshop will result in a number of collectively chosen pilot projects have been collectively that

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Course Correction Points:

safety of the area, certifying that the location is handicap‐accessible, hiring translators, providing

The planning team will actively seek out any members of the community who wish to help craft

materials in all appropriate languages, and organizing child‐care services. Furthermore, these

the overall process. The planning team will express how the planning process develops with

every event, and consistently seek revision and addition from the participants. At The Rosewood Tales event, for example, one‐on‐one casual interviews with community residents will be

conducted in order to better understand the neighborhood. Another course correction point will

provided for event attendees.

occur at the Rosewood Insights event when interpretations gathered from The Rosewood Tales

CE L E

conversations will be presented to the public. After these gatherings are presented, the planning

team will ask Rosewood residents for their input, corrections and further insights in order that

individuals will be charged with sending out invitations to residents and seeing that food is

their stories are accurately captured.

Potential weak points and risks: This plan demands much from its participants in exchange for a very large say in the design.

ON I T

INSPIRA TI O

D IA L O G U

Ensuring that participants remain engaged is critical to the plan’s success.

O NT IO RE T U EA CR FUT E TH

N

IM AG IN A

The main concern in this plan is the lack of commitment to following such an intensive strategy.

Neighborhood Outreach: Media resources such as blogs, Youtube and Facebook are powerful tools for receiving input.

However, it is important to remember that while many people have access to computers and

BRATION

E

cellphones, a technology gap still exists. Many potential stakeholders ‐ both internal and external ‐ may not have consistent Internet access. For this reason, traditional outreach methods will be employed in addition to these technology‐based tools. Media coverage will consist of website postings, fact sheets, newsletters, local newspaper advertisements, press releases, e‐mail

updates, and presentations to schools, community groups, non‐profits, local government, and business groups. Information about the plan will be shared through sports leagues, faith

institutions, front porches, corner stores, local restaurants and other community members.

Event Planning: Event planning will be the responsibility of the planning team in addition to interested local

JUNETEENTH EVENTS

gathering locations through providing transport access, indicating spaces for parking, ensuring

RY

parties. The responsibilities of event planners will include the preparation of the public

TO PA ICI H C RT PA ROA P AP

Action Team members will play a critical role in dissemination.

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PARTICIPATORY PROCESS DESIGN

IV

Overview

PARTICIPATORY PROCESS DESIGN

This chapter summarizes the participatory process design through the milestones of events

proposed in this process. A set of 4 events described below outline the main purposes, goals, outcomes, outreach strategies and overall planning for these.

EVENT 1: “THE ROSEWOOD TALES” The neighborhood participates in an annual Juneteenth celebration with the following schedule for its 2013 events.5 The first event of this participatory design will take place in conjunction with the community’s Park Celebration that will be held on June 15th of this year.

● ● ● ● ● ● ● ●

June 8th: Pageant from 11‐6

June 8th: Juneteenth Green and Clean Neighborhood Project June 15th: 2K Freedom Run/Walk at 9:30 a.m.

June 15th: Juneteenth Historical Parade at 10:00 a.m.

June 15th: Park Celebration from noon to 9:00 p.m.

June 15th: Historical Community Program “S.T.A.R.S.” June 22nd: Juneteenth Praise Dance

June 23rd: Juneteenth Gospel Extravaganza

The purpose here is to volunteer in the planning activities leading up to the Juneteenth

celebration in order to establish relationships within Rosewood. Additionally, the event is an

opportunity to capture the historical legacy of the neighborhood through the eyes of its

residents and identify an approach representative of their values going forward. This will also

pose an opportunity to introduce the HUD grant to the community leaders and participants in a more casual scenario.

The expected outcomes will be a collection of stories, experiences, artwork and audio/video

recordings to begin the creation of a collage ‐‐ that is, a multimedia representation of

5

Central Texas Juneteenth Committee. (2013). 2013 Schedule of Events. Retrieved from http://www.juneteenthcentraltexas.com/EventsCalendar.html.

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CHAPTER IV PARTICIPATORY PROCESS DESIGN

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PARTICIPATORY PROCESS DESIGN Rosewood’s character that captures multiple neighborhood perspectives. The artwork will be

colors and containers into which small portions of the paints may be poured so that everyone

displayed upon the Community Wall, a large canvas mural with illustrations, paintings and

may have an enjoyable artistic experience with no one individual hoarding all of the resources.

artwork by residents that describe the neighborhood’s assets. This mural will be worked upon

and displayed throughout the last week of Juneteenth in order to give neighbors ample

The planning team and neighborhood groups ought to be on hand with at least three volunteers

opportunity to contribute their ideas. The Community Wall will then be transported to a visible

manning the exhibit at all times. All contributors will be asked to provide contact information so

public location. Suggested places include the Carver Library or the Boys and Girls Club.

the planning team may keep them informed throughout the process. This event seeks to engage

a minimum of 20% of Juneteenth attendants in storytelling, discussoins and/or the Community

The stories collected from the Community Wall and discussions with residents will together act

Wall.

as a narrative platform for residents. Individuals will be invited to participate beyond the

traditional interview method to contribute something personal to a piece of art that will

At this first stage the Rosewood community and project sponsors need to learn more about each

represent the Rosewood neighborhood, allowing residents to take ownership of their

other, Rosewood, and the issues that are associated with the neighborhood. An exploratory

neighborhood identity within the context of the planning process. Furthermore, it will inspire

approach, then, is the most useful engagement stream in this stage. The narrative exploration

neighborhood trust in the planning team and raise social capital within the neighborhood

encourages participants to explore the best of the past, present and future of the Rosewood

heading into the planning process.

neighborhood.

In terms of publicity, the planning team will work with the Juneteenth organizers so that

The potential risks for this event include: a lack of participation and/or interest due to

advertisements for The Rosewood Tales will occur in conjunction with those for the Juneteenth

skepticism; vandalism of community art; lack of public preparation for the event that makes it

celebration. Below is one message proposed for the event.

difficult for community members to decide what artwork and sentiments they want to display; the tainting of Juneteenth by intruding upon a tight‐knit community event; resistance from

“This Juneteenth, celebrate your neighborhood! Share your stories so that The Rosewood Tales

neighbors to allowing the “The Rosewood Tales” event into the Juneteenth Park Celebration.

may have a happy ending.”

Working closely with the Juneteenth organizers from December 2012 onward will address many

This large and central message will be accompanied by 8 by 6 inch pamphlets folded in two with

information that allow potential attendees to better understand the purpose of the event and the HUD Choice grant. Questions that may be posed include “How do you define Rosewood?”, “Help

capture the Rosewood Narrative!”, “What do you want Rosewood to be for your children and

of these concerns; specifically, such a course of action will ensure that The Rosewood Tales is

properly and clearly embedded into the celebration.

EVENT 2: “ROSEWOOD INSIGHTS” The second event, and the first formal community meeting, will allow the planning team to

grandchildren?”. Staff will be enthusiastic and supportive of having residents come share their

introduce the planning process and the HUD Choice grant to the community in a more focused

Rosewood experience. A wide variety of materials will be on hand: paper and pens for letters, paint and brushes for the Community Wall, and A/V equipment if residents should choose to

share in such a way. The canvas for the Community Wall will be securely displayed and arranged in an accessible manner, allowing for easy access to the painting surface. Step‐stools and ladders will be on hand so that everyone will be able to find a place to share. A multitude of painting

setting. Here, the stories and artwork will be shared communally in order to explore

neighborhood ambitions. Rosewood Insights will occur two months after The Rosewood Tales to

allow the planning team to synthesize all of the information acquired at the initial engagement

event. The desired outcome of Rosewood Insights is to determine Rosewood’s shared values and hopes for the future, then form Action Teams around those ambitions. The location of this event

tools such as brushes, sponges, cloths and the like will be provided along with a plethora of

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CHAPTER IV PARTICIPATORY PROCESS DESIGN

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PARTICIPATORY PROCESS DESIGN will be at the Kealing Middle school unless another more appropriate venue is suggested. Snacks

conversation at every table. To help familiarize everyone to each other, nametags will be

nametags. Planning team representatives will start the meeting with a main introduction about

and beverages, including coffee and tea, will be provided.

distributed at the front door. The planning team will be required to specify their role on their

By this point a website will have been established and it will advertise the upcoming event. Local

publicity will be distributed through papers such as The Chronicle and Community Impact. Radio

the plan and key stakeholders. In the next step, representatives will briefly review the art created at The Rosewood Tales event. Afterwards, facilitators will hold small, breakout

advertisements on local stations will also be purchased to advertise the event. The meeting will

discussions with tables of six participants. These conversations will focus upon storytelling,

share ideas about the neighborhood. A potential slogan to distribute may be:

maps will be provided at each table, along with many markers in a variety of colors. The map,

be presented less as a workshop and more as a continued celebration where residents may

value sharing and, most of all, ambitions. In order to provide for the more visually‐inclined, large which will be surrounded by a sizeable border, will act as note paper for participants. Those

“Share your Rosewood Insights!

involved in the discussion will be invited to circle locations on the map and jot notes in the

Come talk about YOUR Rosewood.”

borders. This will provide the planning team with tangible products that describe the

The meeting will be led by five representatives of the planning team and there may be additional HUD individuals present if they choose to attend. The expected number of attendees will be

between 20‐60 people from the Rosewood neighborhood. The media campaign and the planning team’s work at the Juneteenth celebration will allow Rosewood Insights to capture as large and diverse a cross‐section of the neighborhood population as possible

community’s hopes and goals for the future.

This exercise will take around 45 min. Over this period of time, participants will be asked the “key questions” listed above. The discussion format will combine groups of the Rosewood

community to participate together in evolving rounds of dialogue. The planning team will have LENSES‐trained facilitators at each table to help the discussion analyze topics from a variety of

perspectives and reveal the interconnected quality of many Rosewood values. The facilitators

The key questions asked at this event will include: What are your ambitions for improving your

will also record their groups’ progress upon easels holding large sheets of paper. At the end of

neighborhood? How we can you make this neighborhood more special? How can you make

these conversations, Action Teams will be defined by participants after the groups have re‐

Rosewood the best it can be? Themes and topics will focus around community assets and how

convened and shared their conclusions. Each of these teams will align their goals and roadmap

those may be built upon. The intention is to transition from sharing stories of the past and

of actions with the three core goals for HUD’s Choice Neighborhood grants: Housing, People,

present to shaping plans for the future.

Neighborhood. These will complement the Action Team for the Rosewood Courts which will

The engagement strategy here is one of exploration. Exploration will encourage Rosewood

have already been established. Suggested Action Teams could promote:

residents and other stakeholders in the meeting to learn more about themselves, members of the Rosewood community, and try to find their own definition of success for this planning

‐

Health and Safety

‐

Diversity & Affordability

‐

project. Exploration will create a space that encourages a different kind of conversation to come up with key words and concepts that are representative of the neighborhood.

‐

As mentioned above, the tentative location will be at the Boys and Girls Club. As residents arrive,

they will be free to grab food and a drink, then select their seats. Participants will be encouraged to disperse throughout the room in order to provide for an interesting and dynamic

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‐

‐

Economic Prosperity

Open Space & Natural Environment Cultural Legacy Connectivity

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CHAPTER IV PARTICIPATORY PROCESS DESIGN

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PARTICIPATORY PROCESS DESIGN Once the Action Teams are established, a quick 30‐min mapping exercise using fresh copies of

Drafts of desired land use scenarios that were developed at Rosewood Insights will be brought

the ambitions recognized before.

third event will help draft a Desired Land Use element that will be part of the Rosewood Choice

the maps from the earlier discussion will produce drafts with a physical approach to achieving

The end of the event should involve a 10‐minute explanation of the upcoming meeting. As

community members begin to leave, residents interested in the ambitions of specific Action

Neighborhood Transformation Plan.

The promotional tactics employed for this meeting will be similar to those used for the

Teams will come together and introduce themselves to one another and the planning team.

Rosewood Insights except for one caveat: the Action Teams will also be encouraged to seek out

The risks here include: the complications presented by an audience unfamiliar with the process

slogan:

as it has unfolded thus far; a lack of community trust for the planning team; frustration on behalf of those who did not attend The Rosewood Tales event at the Juneteenth celebration;

participants. This ensures greater participation through grassroots communication. Considered

“Envision Rosewood: Be a part of your neighborhood’s future!”

misrepresentation of the neighborhood when discussing the “collage” created at The Rosewood

grossly divergent themes and ambitions.

logistics. This event is anticipated to draw approximately 20‐60 participants. Again, the intent is

Tales event; participant disagreement in the discussion forum; clashing values and interests; and

in to act as starting points for discussion of the recognized ambitions of the Action teams. This

Please note: see the following chapter for detailed event design.

EVENT 3: “ENVISION ROSEWOOD” The second community meeting will continue dialogue and discussion of resident ambitions. At this workshop in November 2013, neighbors will be led by their new event leaders, the Action Teams, to define their vision of Rosewood. Food and beverages will again be provided by the

planning team and the event will be hosted at Kealing Middle School unless residents propose a

new venue.

The purpose of this event is to form concrete goals for Rosewood through empowering members of the community to take take charge of the process. The event will be entirely resident‐driven, with the planning team only providing assistance when needed. This meeting will also attempt

to bring more community members into the Teams in which they are interested in working. The major outcome of this event is to get the community directly involved in designing the

Five representatives of the planning team will be in attendance for consulting, assistance and to capture as large and diverse a cross‐section of the neighborhood population as possible.

Key questions for this meeting include: How can we build capacity for Rosewood? What are the specific goals we can set for Rosewood in order to realize our visions? Themes and topics will

focus on new ideas and approaches for the Rosewood neighborhood. The intention is to gather resources for the future so that they may be drafted into a document by the end of the process.

Again, exploration and collective decision‐making as engagement strategies are essential to this event. Exploration creates a space that encourages a different kind of conversation that will

develop initial visions for Rosewood. At the outset of Envision Rosewood, the meeting will begin with an introduction by either the planning team or the Action Teams if they so choose,

informing attendees of where the process stands. Representatives from the Action Teams will then present the summary of main themes recognized at The Rosewood Tales. After this very

short prologue the Action Teams will discuss their findings (short‐term, mid‐term and long‐term goals) to the participants. Should the Action Teams desire to structure it as such, there will be a

Transformation Plan for Rosewood. The overall result of Envision Rosewood is to elicit a sense

question and answer period at the end of each Team presentation. The planning team will be on

of connection to the planning process in Rosewood by making it a community‐driven experience.

Julio Carrillo | Casey Claude | Luis Guajardo Aynaz Nahavandi | Tom Rowlinson

hand to answer questions beyond their scope.

The following template will be up for debate with the Action Teams prior to the event.

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PARTICIPATORY PROCESS DESIGN

EVENT 4: “ROSEWOOD IN ACTION”

Residents will then be asked to break into small groups where they will be paired with Action

Team members who will act as hosts at each table where they will discuss visions and goals for

This event aims to identify pilot projects that address the motivations and ambitions defined in

Rosewood. These breakout discussions will consist of approximately six people in addition to an

the previous events. This event will be held at Kealing Middle School in February 2014, unless

handouts of the maps created at the Rosewood Insights event in order for the tables’

the ideas presented in the previous events into specific, relatively small‐scale projects that

Action Team member who will operate as facilitator. Each of the tables will be provided with

another location is proposed by community residents. This pilot project design event will distill

conversations to be well‐informed by the values of community members. These discussions will

represent the work accomplished thus far.

go in four rounds. In the first round, participants talk briefly about the definition of success with

no feedback or response. In the second round, each person presents their own comments

The advertisement for this critical meeting will involve the same forms of publicity as the

regarding the information that was just shared. The third round is for focused dialogue to help

previous events with an emphasis on the need for Action Team members to redevelop the

achieve consensus on the most essential ambitions for Rosewood. Team facilitators will be

outreach strategies they recommend. Potential slogan:

present during the dialogue sessions to help guide the conversations along, ensure the goals are

met and that everyone has a chance to speak. In the final round, each participant shares what

challenged, touched or inspired them. At the conclusion of this session, groups will be asked to

Help make your favorite neighborhood project a reality.”

elect a representative who will provide a summary of their discussions to the entire audience. In

prioritize the goals to be addressed immediately through action and in the writing of the

assistance and again see that the event provides food and beverages for participants. In addition,

the final stage of the meeting, planning representatives and elected Action Team members will

There will be five representatives of the planning team who will field questions, provide

Transformation Plan. Such prioritization will occur using a polling process.

approximately ten professionals consisting of urban planners, architects, accountants,

environmentalists, civil engineers and other professionals deemed essential will attend this

After this discussion, each of the tables will engage in a mapping exercise that builds upon the

meeting in order to share their knowledge with residents. Nametags will be distributed, with

work accomplished at the Rosewood Insights event as well as the progress achieved in the

special markings provided for Action Team members, the planning team, and the professionals

Envision Rosewood discussions. The maps created at this event will be used to formulate the

in attendance. Attendance is expected to include between 20 and 60 participants from the

Desired Land Use map included within the Rosewood Choice Neighborhood Transformation

neighborhood. The population of residents that takes part in the event will be as large and

Plan.

diverse a cross‐section of the population as possible.

Risks associated with this event include: low participation; conflicting concepts and ambitions;

The key questions for Rosewood in Action include: How can we make our dreams come true?

the demand nature of process for residents; lack of focus; disinterest or disintegration of Action

How can we create specific, short term and accomplishable projects? What could we learn from

Teams. With consistent communication between the planning team, the Action Teams and

these projects? The projects proposed must stem directly from what has been accomplished thus

fact, greater responsibility is anticipated to increase willingness to participate.

are achievable and desirable based on existing dialogue.

residents, the process will have enough momentum to prevent disintegration and disinterest. In

“Come see Rosewood in Action!

far. The focus of discussion should be specifically focus upon whether the projects envisioned

In this event, collaborative action will encourage integrated efforts among the planning team,

neighborhood participants, Action Teams and professionals involved in the problem.

Julio Carrillo | Casey Claude | Luis Guajardo Aynaz Nahavandi | Tom Rowlinson

Collaborative action will empower participants to determine the means by which proposed pilot

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CHAPTER IV PARTICIPATORY PROCESS DESIGN

27

PARTICIPATORY PROCESS DESIGN

projects could become reality. In short, the Rosewood in Action event will include a design

The purpose will be to have drafts on hand of the Transformation Plan, as written in cooperation

component that will produce plans for the implementation of pilot projects.

with the Action Teams and professionals from the previous event. There will also be extensive

documentation of the pilot projects. The outcomes will be the establishment of a lasting process

This meeting will begin much like the last with the planning team and Action Teams coming

beyond the year’s efforts, one which encourages continued and growing public participation in

together to informing attendees of where the process stands. This will be followed by an

city planning.

opportunity for residents to comment upon what has been accomplished, providing community

members the chance to pose questions, raise concerns and propose recommendations. This will

Promotion will happen again in tandem with the Juneteenth organizers, except it will be driven

be followed by a presentation led solely by the Action Teams and will consist of summaries of

by the residents. Potential slogan: “Envision Rosewood: The Next Episode”. Key questions could

the potential pilot projects identified through the Teams’ own discussions between the Envision

be: how can planning in Rosewood engage even more citizens? How can residents themselves

Rosewood and Rosewood in Action events.

raise agency in the planning process? Action Team members and any residents wishing to

continue the process of planning for Rosewood’s future will be on hand at this second

fresh map of Rosewood (the same one used at the Rosewood Insights event), markers, and

of interest in undertaking the process established, something which will have already been

Next, participants will be be asked to work in small groups. Once this occurs, they will be given a paper. Participants will perform mapping exercises to identify pilot projects of their own on the

map. Individuals will also be encouraged to modify what has been proposed. During this

exercise, the professionals asked to the event will be on hand to assess feasibility and provide

suggestions. A community representative from each team will then present their best ideas. At

Juneteenth exhibit. Planning team members may be on hand if needed. The greatest risk is a lack

repeatedly addressed from the feedback over the last year.

the conclusion of this meeting, residents will have ranked the pilot projects through a polling exercise. Action Teams will be charged with analyzing and finalizing Rosewood In Action’s products, pilot projects, by the following month.

Risks again run high with regard to reduced participation; feasibility of selected projects; and

the interloping on the professionals’ part(s). The best way to resolve those is to keep the Action

Teams engaged and encouraging membership. By having the community lead the process

themselves, there will be a higher quality of trust so that outsider professional advice can be interpreted as a communally‐agreed necessity.

EVENT 5: Juneteenth Celebration (A Lasting Rosewood) The final event will reiterate the process begun in 2013. The intent is that the pilot projects will have been completed and the Transformation Plan drafted; from these two deliverables

Rosewood will continue engaging in the planning process without outside facilitation from HACA or the consultants.

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CHAPTER IV PARTICIPATORY PROCESS DESIGN

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DETAILED EVENT DESIGN

V

Event 2: Rosewood Insights

DETAILED EVENT DESIGN

The following chapter is a detailed event design of the most critical event in the Strategy. It is here the Action Teams are devised‐‐because they play such an elemental role in the Strategy, this event must be flawless to gain membership and cooperation in the Teams..

Saturday , September 21, 2013 In this workshop stories and artwork will be shared to build upon the material gathered from

Juneteenth. Rosewood Insights will occur two months after the Juneteenth event in order to

allow the planning team to synthesize all of the information acquired through initial individual

engagement. The outcomes are (1) to have a consensus on Rosewood’s shared ambitions, then

(2) form Action Teams around those ambitions, and (3) create drafts of land use scenarios linked

and related to the ambitions recognized in the event.

PURPOSE The purpose of this critical first workshop is to build trust with the community in a more formal setting while building on Juneteenth by adding and compiling stories, experiences, and values.

Additionally, Rosewood Insights is an opportunity to share the community’s expression of art

created at Juneteenth (community wall). Insights will gain insight into the residents’ thoughts and feelings on Rosewood, and the course ahead; and to brainstorm key

concepts/themes/ambitions. Ultimately the end result will be the creation of Action Teams that

will lead the next stages and events of the process. Finally, a quick preliminary draft of land use

scenarios will be pursued in this event with the goal of approaching the ambitions recognized in

a map.

EVENT DESIGN The location of this event will be at the Boys and Girls Club. It will be catered‐‐food, snacks, non‐ alcoholic drinks, coffee and tea. The catering will be locally sourced, if possible, to promote one of a handful of neighborhood businesses. The planning team will prepare for a turnout of sixty

individuals, intended to be composed of community members who have learned about the event

through Juneteenth and local media. Table seating will be six a table (total ten tables). Additional

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CHAPTER V DETAILED EVENT DESIGN

29 tables and chairs will be on hand if necessary. The catering will estimate for seventy with

through a radio signal and earphones for those who require it.. Instructions will be provided

within the event hall, and staff from the planning team will propose childcare to parents that

The Registration Desk will have a couple of sign‐up sheets, name tags, color pens and agenda

options for common dietary restrictions (vegetarian, celiac). A kid’s table will be planned for

while Spanish speakers approach the registration desk, and while having breakfast.

attend.

sheets for the event. The planning team will be already wearing distinctive name tags.

10:15 Introduction / Presentation

Prior to the event, the planning team will promote the event through common local media (The

The Planning team will start the meeting with and introduction about who they are, what has

Juneteenth event (which will have served as promotion for this workshop in its own right). At

a brief explanation about the HUD Choice grant. At the end, the planning team representative

Chronicle, Community Impact, local radio stations) as well as word‐of‐mouth after the

happened so far‐‐referring to Rosewood Tales‐‐what has been heard from conversations, and

this point a website will have been established with the upcoming event. Local publicity will be

will ask residents to share their story about Rosewood, asking the key questions:

distributed through papers such as The Chronicle or Community Impact. Radio advertisements

How we can make this neighborhood more special?

on local stations will have also been purchased to advertise the event. People will have been

How can you make Rosewood the best it can be?

invited to RSVP at the Juneteenth event by sharing their desired contact information. Planning

What is your ambition for Rosewood?

10:45 Rosewood Insights – Creating Collective Wisdom in Rosewood

team will contact these individuals the week before of this event. The location of this event is relatively accessible as to optimize transportation and parking, preventing any difficulty in

Residents will be break into small groups (tables) and facilitators comprising of the planning

Housing, People, and Neighborhood in Rosewood. Each table will receive a poster with 45

attendance.

team will facilitate discussions to solicit assets, values, and idiosyncrasies as they relate to

In terms of A/V demands: the employment of a large‐scale, high resolution projection of the

minutes to fill out succinct ideas and ambitions.

community wall on either the wall of the Boys and Girls Club, or a sheet hung along the wall if

Facilitators will explore the narratives present while this exercise is in process. Ground rules

needed. The team will have taken exceptionally high resolution photos of the wall in its

may need to be established, such as: stay positive, attentive, and let everyone tell their story.

permanent location prior to this event. Projection will begin at 9 AM and remain through the

Facilitators will be “listeners” in the process, in the sense that they will be receiving and

entire event.

writing down ideas and concepts helpful for the next activity.

11:30 Summary and Election of presenter

SCHEDULE

Facilitators will share his/her interpretation of the the exploration session with the rest of

8:30 Set up

their small group. Facilitator will ask attendees to choose common ideas and core thoughts

Planning team will set up rooms and prepare it for community members and set up

within their stories and ideas, and at the same time each table will choose one presenter of

projection and pictures taken from Juneteenth.

these ideas.

9:30 Registration and Breakfast

11:45 Lunch break

This time allows people to come in and become familiar with the room setup and the

At this time, every attendee will serve themselves lunch catered outside the main room in a

and residents to chat in a casual manner. Breakfast food will be served.

communal setting.

installation of the projected Community Wall; as well as provide the opportunity for the team

buffet setting. Attendees will be encouraged to return to their tables to eat their food in a 12:15 Table presentations

Assistants will be encouraged to grab a seat. Spanish speakers will have reserved tables (two at the most) and there will be staff from the planning team that are able to facilitate these

tables. Real‐time translation will be provided by an interpreter. This interpreter will be heard

Julio Carrillo | Casey Claude | Luis Guajardo Aynaz Nahavandi | Tom Rowlinson

While attendees are having lunch in their tables, presentations will be given by the elected presenters.

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CHAPTER V DETAILED EVENT DESIGN

30 Every table will be given 6 minutes to present, but the event will be planned for these

EVALUATION

presentations to extend to 10 minutes each.

After the event, those who volunteered to act in a Team will be asked to stay to discuss their

ambitions for Rosewood.

workshop was executed, and how Teams think they can improve for the next time.

future roles in the process. Part of that discussion will also involve a reflection on how this

The presentations are intended as a synthesis of stories and ideas that reflect succinct 1:20 Powerpoint Presentation

The planning team will be encouraged to engage casual conversations for recommendations or

evaluations about the event. The Action Teams and the planning team will decide on a schedule

During the presentations the planning team will aggregate topics and concepts being

for following meetings to begin discussing the following Rosewood Event‐‐Envision Rosewood.

mentioned as well as those from Tales left unaddressed. These topics will be grouped so they focus on common Actions. Some pre‐conceived ideas of this concept grouping are provided here as an example; although these may differ from outcomes at the event:

HEALTH & SAFETY

Food

SPACE LAYOUT The following diagram is a preliminary idea of space requirements as well as layout for this

event. As this proposal is very flexible, common generalities and main priorities are showcased

Education Youth

Wellbeing

Jobs / Affordability

here.

1:45 Action Teams’ creation The planning team will then ask volunteer residents to register for the Action Teams

corresponding to the Actions established. Residents may register with as many as they like.

Once teams have been organized the planning team will elaborate on the roles‐‐specifically their roles in guiding future community events. The planning team will provide contact information if there are those who decide to participate in an Action Team later on.

2:00 Mapping Exercise

After participants are conscious of a holistic view of ambitions and goals, as well as their

interconnectedness, each table will be provided with a map, post its, markers and notebooks for the residents to interact with a neighborhood map. The goal of this 30‐minute exercise is to outline ideas of connectivity, preservation, improvement, and others along the creative

environment provided and facilitated by the planning team. The final goal after this exercise

is for the planning team to collect drafts of ideas of desired land use scenarios. The collected

ECONOMIC PROSPERITY

Safety

Sports

ideas will be presented at the next event: Envision Rosewood.

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CHAPTER V DETAILED EVENT DESIGN

31

Community Wall Projection

Lunch Buffet

Corridor

Kids’ Table

Registration Desk Main Entrance

Food Serve

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CHAPTER V DETAILED EVENT DESIGN

32

CONCLUSIONS

VI

Conclusions

CONCLUSIONS & APPENDIX

The core of this proposed strategy is empowerment‐‐the design is meant to yield control of the planning process to Rosewood’s residents in the belief that communities, when given the

opportunity, are capable of being the best stakeholder in a public process. The planning team plays

more a role of facilitation and assistance with regard to technical issues and initial engagement.

Needless to say, Rosewood continues to face hardships and distrust of institutions which have

traditionally discriminated against its more vulnerable population; one need look no further than

the now infamous plan of 1928. The current participation strategy has thus far underestimated just

how deep the injustices run in East Austin. Even with the best intentions, the current planning team has approached the participation process reiterating unequal power dynamics. Though a change in trajectory has taken place since the time of this writing, HACA and Camiros could have considered expressing intention and empowering citizens over the process from the beginning. Instead of

focusing on presentation, a greater first step would have been one of engagement and exploration of current and historical issues. The proposed plan developed above attempts to do so, first by participating in long historical traditions in the neighborhood‐‐Juneteenth‐‐and consistent

invitations to all residents to participate at every level of the planning strategy design. Expressing

transparency and maintaining an open demeanor helps residents feel the process is approachable and stymies fears about change to the neighborhood. Emphasizing positivity as well remains a critical component to this strategy. Instead of dwelling on inadequacies and needs, rather the strategy developed here prioritizes ambitions and strengths through story.

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CHAPTER VI CONCLUSIONS & APPENDIX

33

APPENDIX

COGNITIVE MAPPING NEIGHBORHOOD ASSETS EVALUATION SURVEYS

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CHAPTER VI CONCLUSIONS & APPENDIX

COGNITIVE MAPPING & HOUSING QUALITY ASSESSMENT

Julio Carrillo | Casey Claude | Luis Guajardo Aynaz Nahavandi | Tom Rowlinson

ROSEWOOD NEIGHBORHOOD AUSTIN, TX

PARTICIPATORY METHODS HOUSING QUALITY ASSESSMENT

1 NEIGHBORHOOD CRIME WATCH SIGN HELPS DEFINING A SUB-DISTRICT WITHIN THE AREA

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2

SMALL PARK WITH A TRANSIT STOP AS AN OUTDOOR PLACE FOR GATHERING PEOPLE

CHICKENS TAKING THE STREET

HOUSING QUALITY IS VERY DIVERSE AND SHOWCASES DIVERSE PERSONALITIES

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5 ACTIVITY CENTER AS A PLACE OF COMMUNITY REUNION AND INTERACTION

HOUSING QUALITY GENERAL CONCLUSION & OBSERVATIONS This area of Rosewood Neighborhood can be clearly recognized as a very diverse area in terms of its housing quality. There are no outstanding patterns of segregation, but mild accumulation of “GOOD - NEW” housing in a few areas, as well as “VACANT” lots along a portion of Weberville Rd. Housing in general aims to showcase a unique personality.

Julio Carrillo | Casey Claude | Luis Guajardo Aynaz Nahavandi | Tom Rowlinson

ROSEWOOD NEIGHBORHOOD AUSTIN, TX

PARTICIPATORY METHODS HOUSING QUALITY ASSESSMENT

SALINAS APARTMENTS

ALTERNATIVE LEARNING CENTER

AUSTIN COMMUNITY COLLEGE

LANDMARK: AUSTIN COMMUNITY COLLEGE

BOGGY CREEK PARK

SENIOR ACTIVITY CENTER

EDGE AND PATH: TREES AT BOGGY CREEK PARK

ZARAGOZA PARK

ACTIVITY CENTER

LEGEND EDGE AND PATH: RAIL TRACK

LANDMARK NODE PATH EDGE DISTRICT

Julio Carrillo | Casey Claude | Luis Guajardo Aynaz Nahavandi | Tom Rowlinson

ROSEWOOD NEIGHBORHOOD AUSTIN, TX

PARTICIPATORY METHODS COGNITIVE MAPPING

NEIGHBORHOOD ASSETS

Rosewood Neighborhood Assets

Food

Rosewood Neighborhood Assets

Food

Rosewood Neighborhood Assets

Education Social value

Economic aspect Rosewood Neighborhood Public Space Culture value

Physical \ Land

Health

EVALUATION SURVEYS

Title: ROSEWOOD COMMUNITY SURVEY

Title: ROSEWOOD CHOICE PLAN

Purpose: General Community Survey that informs Strategic Planning Phase

Purpose: Survey to quantify resident’s response to LENSES facilitation

1. Where in Rosewood do you live? (street address)

1. On a scale of one (1) being lowest to five (5) the highest, how would you rate the importance of the topics discussed as it pertains to Rosewood’s future? a. 1 c. 3 e. 5 b. 2 d. 4

2. How many years have you lived in this neighborhood? (Circle one) a) 0-3 c) 7-10 b) 4-6 d) 11-15 3. What is your gender? (Circle one)

a) Male

4. What is your age group? (Circle one) a) 18 and under c) 25-34 b) 19-24 d) 35-44

b) Female

e) 45-54 f) 55-64

5. How do you identify your race/ethnicity? (Circle one) African-American/Black

Hispanic/Latino

e) 16-24 f) OVER 25

Indian/Asian

Native American

g) 65-74 h) 75 or older

White/Caucasian

Other: __________

2. Do you feel like your opinions mattered in this meeting? a. Absolutely c. Somewhat b. Mostly d. Not at all

3. How would you rate the level of dialogue from today’s meeting? a. Excellent c. Below Average b. Above Average d. Poor

4. Did you discover new connections between people and places in Rosewood? Please explain. a) Yes b) No

6. Have you learned more about your neighborhood through this planning process? Why or why not?

Yes No

5. Do you believe this meeting helped you define or redefine what you would like for Rosewood’s future? a) Yes b) No

7. What can you tell us about Rosewood’s history or heritage?

6. Have you learned more about your neighborhood through this planning process? Why or why not? a) Yes b) No 8. What do you think Fifth Street will look like in 5 years? (Circle One) a) It will be better c) I am not sure b) It will be the same d) It will probably get worse

9. a) b) c)

What makes your community special? (Circle all that apply) d) Education People/Family e) Affordable/Cheap Land Culture/History Close to Work

Return Survey to:

Housing Authority City of Austin P.O. Box 41119 Austin, TX 78704

Other:_________________________ __________________________ 7. Would you recommend this type of meeting to your neighbors? Why or why not? a) Yes b) No f)

Here are some other reasons my community is special:___________________

8. Additional Comments

Return Survey to:

Housing Authority City of Austin P.O. Box 41119 Austin, TX 78704

Title: ROSEWOOD CHOICE PLAN

Purpose: Survey to analyze the planning process 1. What type of organization are you representing? a. Public c. Non-profit b. Private d. Independent

e. Other

2. How is this project relevant to your organization? (Circle all that apply) a. Potential Investment(s) c. Property/Capital Implications b. Client Implications d. Planning Implications 3. How would you rate the outreach events in this planning cycle? a. Excellent c. Below Average b. Above Average d. Poor 4. Did you learn more about Rosewood through this process? Please explain. a) Yes b) No

5. Do you believe there were too few or too many meetings? a) Too few b) Too many 6. Do you believe this plan reflects Rosewood’s values as expressed through this planning cycle? Please explain. a) Yes b) No

7. What was your impression of the facilitated discussions [insert event where LENSES facilitation will occur]? Please explain. a) Favorable b) Unfavorable

8. Please describe how differently you would have structured the outreach events.

Return Survey to:

Housing Authority City of Austin P.O. Box 41119 Austin, TX 78704

PROCESS TIMELINE November

2012 2013 December January

February

March

April

May

June

July

August

September

October

November

2013 2014 December January

February

March

April

May

June

July

August

September

October

TRACK CORE GROUP (Planning Team + HACA + Stakeholder Agencies) Public1:Outreach

Identification of Stakeholders (Analysis) Stakeholder Identification and Outreach

INDIVIDUAL APPROACH

CORE GROUP:

VOLUNTEER ACTIVITIES, ORGANIZATION OF “ROSEWOOD INSIGHTS”

Campaign: Build social capital for & Expand general trust Active Distribution of Communication Public Participation | Event Planning and Preparation IntroduceTales general plan to community and Rosewood - Preparation | Community Wall

LEGEND: PARTICIPANTS & RESPONSIBLE PARTIES:

RESEARCH, INTERVIEWS AND INDIVIDUAL APPROACH

Quantify community issues (surveys) Contact and Volunteer with Juneteenth Organizational Committees

November

ADVERTISING

media

ADVERTISING

ADVERTISING

ADVERTISING

HACA, PLG TEAM, STAKEHOLDER AGENCIES

ADVERTISING

DIALOGUE

ACTION TEAMS

Rosewood Tales - After math | Community Wall / Artwork permanent placement

FEEDBACK

Strategic RosewoodPlanning Insights - Preparation | Stories summary from Juneteenth | Facilitators training Prepare and Perform Event:Teams Blocksummaries Party Rosewood Insights - After math|

DIALOGUE

NEIGHBORHOOD RESIDENTS, ROSEWOOD FEEDBACK

Strategic media- participation plan: &Inform Envision Rosewood Preparation | Teams Topics summary | Facilitators training

COURTS RESIDENTS DIALOGUE

Prepare and perform VISIONING Envision Rosewood - After math | VisionWORKSHOP Teams guidance and orientation

FEEDBACK

MEDIA

Strategic Inmarketing campaing: Branding preparation Rosewood Action - Ongoing | Pilot projects identification and implementation

DIALOGUE &FEEDBACK

IMPLEMENTATION

TRACK 2: MEDIA & MARKETING TEAM

Plan Development Insights studies and report

STUDY OF INSIGHTS

Strategic media & marketing campaign: Inspire from community feedback

FEEDBACK ADVERTISING

RESEARCH AND RELEASE THROUGH MEDIA

Inspiration Campaign

Task Forces and Regenerative Board: Cognitive mapping with community members

FEEDBACK ADVERTISING

FEEDBACK ADVERTISING

FEEDBACK ADVERTISING

ADVERTISING

Monthly bulletin distribution

1

Task Forces and Regenerative Board: Reassessment of needs

Event publicity: Preparation / Release

Task 3: Forces and Regenerative TRACK ACTION TEAMS

MILESTONES & OUTCOMES

EVENT: ROSEWOOD TALES

Board: Preparation and Delivery of Recommendations Report

Regenerative Board: Evaluation Additional involvement & outreach

2013 - JUNETEENTH EVENTS.

- STORIES

and Recommendations from Task Forces Reports

- ART WORK: COMMUNITY WALL

Task forces: Refining plans and concepts Ambitions Reporting and Feedback

Implementation and Monitoring of Pilot projects

FEEDBACK / REPORTING / IMPLEMENTATION

Pilot Project Identification and Implementation

Analyze findings and refine plan

2

EVENT: ROSEWOOD INSIGHTS

3

EVENT: ENVISION ROSEWOOD

4

EVENT: ROSEWOOD IN ACTION

TRACK 4: ROSEWOOD COURTS TEAM

- MAIN TOPICS / AMBITIONS - ACTION TEAMS

Additional involvement & outreach

Physical Planning

Ambitions Reporting and Feedback Pilot Project Identification and Implementation

FEEDBACK / REPORTING / IMPLEMENTATION

TRACK 5: NEIGHBORHOOD RESIDENTS Additional involvement & outreach Ambitions Reporting and Feedback

- PILOT PROJECTS IDENTIFICATION - FUTURE LAND USE MAP

DIALOGUE & FEEDBACK

Mapping Excercises for Land Use Scenarios

1 Julio Carrillo | Casey Claude | Luis Guajardo Aynaz Nahavandi | Tom Rowlinson

ROSEWOOD NEIGHBORHOOD AUSTIN, TX

PARTICIPATORY METHODS PARTICIPATION STRATEGY

2

3

4

- MAIN GOALS & OBJECTIVES - LAND USE SCENARIOS

5

5

2014 - JUNETEENTH EVENTS