道尔斯顿太空制造公司

道尔斯顿太空制造公司
Dalston Space Making

强生；L Gibbons景观设计师：为伦敦哈克尼区（LDA）、伦敦设计局（Design for London）和相关利益相关者制定公共领域和文化举措的方法，并将其整合为可交付方案和行动计划。这份简报呼吁开展十个成本项目，并制定一项关于宜居空间、文化规划和管理的行动计划。设计师的角色不仅仅是回答一个简短的问题。一直以来，我们都在写简短的演讲，邀请大家参与，发展个人关系，提出对对话做出回应的想法，然后加以证实。
J&L Gibbons Landscape architects: To develop an approach to the public realm and cultural initiatives consolidated as a deliverable programme and action plan for the London Borough of Hackney, LDA, Design for London and associated stakeholders. The brief called for ten costed projects and an action plan for amenity space, cultural programming and management. The designers’ role was not just to answer a brief. It has been to write that brief, invite participation, develop personal relationships, have ideas that respond to conversations, and then substantiate them.

Dalston Space Making

Making Space in Dalston

在道尔斯顿创造空间是一种受道尔斯顿多样化和创造性社区启发的再生方法。它通过发展沟通和行动研究过程，与战略问题协调解决地方问题，以帮助与居民、企业和组织形成共同愿景。
Making Space in Dalston presents an alternative approach to regeneration inspired by the diverse and creative community of Dalston. It addresses local concerns in concert with strategic ones through evolving a process of communication and action research to help develop a shared vision with the residents, businesses and organisations.

该项目考虑如何在不损失现有资产的情况下创建更多、质量更好的公共领域。一个关键的关注点和驱动力是，如何在接受变革的同时培养Dalston的自组织特性，这是其社会资本和身体特征所固有的，从而避免可能被视为渐进式邻里消毒的过程。初步测绘探索了外部和内部公共领域更广泛的文化背景，在这两个领域中，空间和方案机会的互补战略不断演变，对现有的创造性活动给予了价值，并提出了公共领域在支持这一活动方面可以发挥的作用。
The project considers how more and better quality public realm can be created without losing the existing assets. A key concern and driver was how to embrace change while nurturing the self-organising distinctiveness of Dalston, inherent in both its social capital and physical character and thereby avoiding a process of what might be perceived as gradual neighbourhood sanitisation. The initial mapping explored the wider cultural context of both external and internal public realm where complementary strategies evolved for space and programme opportunities, giving value to the existing creative activity and suggesting the role that public realm could play to support it.

该项目由J&；L Gibbons与muf建筑/艺术合作。与传统的自上而下的总体规划不同，设计师开始通过与大型利益相关者群体的对话来确定项目，从基层到利用当地知识来欣赏具有文化和环境价值的现有资产。然后，可以定义机会的范围，并与利益相关者讨论，在某些情况下，利益相关者不是抵制而是成为变革的驱动力和推动者。
Project lead was taken by J & L Gibbons in collaboration with muf architecture/art. Rather than a traditional top-down masterplan, the designers set out to identify projects through dialogue with a large stakeholder group, from grass roots up using local knowledge to appreciate existing assets of cultural and environmental value. The scope of opportunity could then be defined and discussed with the stakeholders who rather than resisting, became the driving force and promoters of change, in some instances.

在伦敦规划中，道尔斯顿被确定为东伦敦的一个主要中心，是GLA的优先发展领域之一。尽管哈克尼是伦敦最环保的行政区之一，但道尔斯顿区缺乏开放空间，在所有贫困指数中排名靠前。道尔斯顿以其悠久的社会活动和草根活动历史而闻名，在种族多样性和创意产业集中度方面排名靠前。
Dalston, identified in the London Plan as a Major Centre within East London, is one of the GLA’s priority areas for development. Although Hackney is one of the greenest London boroughs, Dalston Ward is deficient in open space and ranks high on all indices of deprivation. Dalston is renowned for its long history of social activism and grass roots activity, and ranks high in terms of ethnic diversity and concentration of the creative industries.

在这方面，最初的简报要求确定十个已计算费用的项目以及文化规划和管理行动计划。事实上，在十个主题中确定了70多个项目，这些主题来自于与近200个个人或团体的讨论、经常在当地场地举行的指导小组和利益相关者会议以及一些高级别的介绍。在一份出版物中传达的初步测绘的成功为十个示范项目的实施提供了资金，这些项目从与当地艺术家合作的小规模干预到与长期承包商合作的大型分阶段工程项目。
Within this context, the initial brief called for identification of ten costed projects and an action plan for cultural programming and management. In fact over seventy projects were identified in ten themes drawn from discussion with almost 200 individuals or groups, frequent steering group and stakeholder meetings held in local venues, and a number of high level presentations. The success of the initial mapping, communicated in a publication, secured funding for ten demonstration projects for implementation varying from small-scale interventions in collaboration with local artists to larger phased engineered projects working with term contractors.

在道尔斯顿创造空间是一个以设计为主导的审慎规划的例子；在思考和行动之间不断反馈的过程中，合作伙伴更愿意与当地人合作，而不是花钱编写报告或采用总体规划过程中典型的传统自上而下的方法。从基层到基层，三年多前就构思出了评估存在的东西、培养可能的东西和定义缺失的东西的方法，这一方法提前了地方主义法案，并提供了对改变权力平衡的实际和设计影响的早期洞察。通过让当地人参与决策，它使当地合作伙伴能够掌握项目的所有权，讨论治理，并共同发展未来可持续性的机制。每个项目都针对特定的需要。有些是永久性的，有些是临时的，还有一些是“同时”项目或试验床，用于通过“同时”租赁协议谈判的待开发空间的试验性使用。
Making Space in Dalston is a design led example of deliberative planning; the process of constant feedback between thinking and doing, where partners prefer to get their hands dirty in collaboration with local people rather than spending money on reports or subscribing to conventional top-down approach typical of the masterplanning process. Having been conceived over three years ago the methodology of valuing what’s there, nurturing the possible and defining what’s missing, from grass roots up, pre-dates the Localism Bill and offers an early insight into the practical and design implications of shifting the balance of power. By involving local people in decision-making, it allowed local partners to take ownership of the projects, discuss governance and evolve together the mechanisms for future sustainability. Each project responded to particular needs. Some were permanent, some temporary, and others ‘meantime’ projects or test beds for the experimental use of space awaiting development negotiated through a meanwhile lease.

该项目促进了公开对话在实现响应性和有意义的变革方面的作用。通过建立对道尔斯顿公共空间的信任和热情，以及与利益相关者的大量汗水权益相匹配的适度支出，该项目为大社会的理念在新城市规划交付时如何发挥作用提供了一个测试案例。它展示了在不断发展的细粒度可交付创新中增量再生的可能性，特别是考虑到自然文化多样性和设计师的创业方式。该过程建立了正式和非正式的新联盟，在紧迫的时间框架内，在战略保护伞下，以有限的手段，不依赖经济财富，向复合客户群体和利益相关方交付相关项目。
The project has promoted the role of an open dialogue in delivering responsive and meaningful change. By building trust and enthusiasm about public space in Dalston, and with a modest spend matched with a significant quantum of sweat equity from stakeholders, the project provides a test case for how the idea of the Big Society will play out at the point of delivery of new urban plans. It demonstrates the possibilities of incremental regeneration in evolving fine-grained deliverable innovations, particularly given an area of natural cultural diversity, and the entrepreneurial approach of the designers. The process forged new alliances, formal and informal, delivering relevant projects within a tight timeframe to composite client groups and interested parties, under a strategic umbrella, with restricted means, not reliant on economic fortune.

正文:J& ;；长臂猿
Project title: Making Space in Dalston
Team: Clients, London Borough of Hackney, Design for London / London Development Agency
Landscape Architecture: J & L Gibbons Landscape architects
Architects: muf architecture/art
Architect / Artist: Nicolas Henninger (EXYZT)
Cost consultants: Appleyards DWB
Graphic designers: Objectif
Civil & structural engineer: Martin Stockley Associates
Artist: Gary Webb
Site location: Dalston, London Borough of Hackney, United Kingdom
Smallest site area: 5m2
Largest site area: 0.27ha
Combined site area (Dalston Ward) 92.5ha
Budget: £1m
Contract / programme / phasing details:
Mapping: March 2008 – July 2008
Scoping: October 2008 – July 2009
Delivery: October 2009 – December 2010
Text: J & L Gibbons