une autre ville | Nicolas Rougé | conseil en aménagement urbain durable

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OUR METHOD : ARTICULATING STRATEGIC AND OPERATIONAL LEVELS

Our approach aims to be pragmatic. Above all, we are actors of urban planning, having gathered strong experiences on sustainability issues. We are passionate about environmental and urban challenges, inspired by our concrete and operational experience.

The process we propose aims to optimally articulate strategic and operational levels around ten principles, which are professional postures for better building and implementing urban projects.

BUILDING THE URBAN PROJECT
1
ALLOCATING THE ISSUES

Environmentally friendly planning does not consist in replicating already made solutions: it's only by debating the actual issues of the project and the site that a consensus can be found about truly relevant solution.

2
THINKING AT THE RELEVANT SCALES 

 

The solutions to these issues can be thought at different scales (building, neighbourhood, territory...). Finding the relevant scale to solve a problem at the risk of disturbing a pre-established mechanism of actors is an integral part of our approach.

3
CLARIFING THE IMPLICIT FEATURES

 

Our approach tackles the inner complexity of every urban project by working on representations in order to reveal, for instance, the main hypothesis of a technical study that is worthy of debate.

4
ORGANISING THE DIALOG

The main matter of our work is gathering urban generalists and experts and making them exchange ideas and understand each other. Dialog is the sine qua non condition for an ambitious and feasible project.

5
ARTICULATING PROJECT, PROCEDURE AND ASSESMENT

 

A project cannot be separated from its implementation’s conditions. For us, the project assessment is an integral component of the project. By using them well, the project procedures (urban planning and environment) can be assets to the project.

IMPLEMENTING THE PROJECT
6
MAKING THE TARGETS VISIBLE AND READABLE

A strategy is worthless without being shared and understood by all the stakeholders. The strategy has to define the roadmap of the programme manager and set in motion the stakeholders, which requires speaking their language.

7
ANTICIPATING BY 
EFFICIENT PLANNING

Switching efficiently from strategic to operational levels requires the definition of each participant’s role, intervention and precondition...  While keeping the necessary flexibility for the unavoidable evolutions of a long-term project.

8
USING ALL THE LEVERAGES

The leverages which should be mobilised to achieve the goals of a project range from the "hard" (architectural conception, landscaping, technical aspects of building and public space) to the "soft" (raising awareness, support...).

9
INTEGRATING ASSESMENT FROM THE VERY BEGINNING

 

Verifying the results is the condition of the commitments’ credibility. Assessment tools, the committed errors’ identification and a room for improvement must be prepared from the very first steps of a project.

10
ANTICIPATING THE FUNCTIONNING AND THE USERS' PRACTICES

 

Downstream phases must be prepared upstream: who will handle what? who will pay for what, and at which time (shared total cost logic)? Under which conditions and how far can management and exploitation constraints be managed, the users’ habits and behaviour disrupted?