Partners and management
Why a partnership?
Through partnerships Bristol has found it can bring together difficult
and wide spread issues, to enable the development of new ideas and approaches
whilst generating wider involvement and concerted action.
In looking at multifaceted issues such as movement and information,
partnerships offer the broad span of experience and expertise to widen
the thinking. Bristol Legible City considers new approaches to old problems.
As stated by Andrew Kelly in his publication Managing
partnerships, a multi-skilled approach can bring dividends to an
• Providing space for independent thinking
• Bringing new people into projects
• Helping find new solutions to old problems
• Create new vision
• Building local confidence
• Creating trust in the city by national government and investors
• Bringing in greater investment, public and private
• Promoting better coordination
• Helping to build a better quality of project
• Providing longer term thinking
The Bristol Legible City Partnership
Group has grown to match the diversity of the initiative and projects
within it. Bringing together consultants with planners, urban designers
and traffic advisors within the City Council’s Department of Environment
Transport and Leisure (DETL), it has grown to grown to include expertise
in cultural development, tourism, public art and the major regeneration
partners in the city including the Regional Development Agency.
A key partner has been Adshel, chosen
as a company interested and committed to developing new ideas in advertising
and product development in urban contexts. Adshel has worked with the
Bristol Legible City concept to provide funding and have taken on board
the unique design of the project
for their products in Bristol.
How does the partnership work?
All the partners sit on the Client Group
for Legible City, which meets every two months to consider scope and
direction of the initiative and decide on priorities, whilst monitoring
the progress of projects.
Coordination is carried out through a project manager within the Planning
Services division of DETL. The project manager sets out agendas, organises
minutes and acts as a point of contact for individual partners.
A specialist consultant may assist in the delivery of client decisions
on policy and direction and may prepare advisory papers on detailed
How are projects managed and financed?
Each project has a project board consisting of both partner and professional
advisors, tailored to the skills required with a project leader responsible
for taking the work forward. Finance is agreed annually by the Client
Group and approval gained by each partner with their respective organisation.
A report is prepared every March at the beginning of the Local Authority
Financial Year setting out progress, reviewing achievements and proposed
direction. This includes funding for the coming year, within a three
Funding, once allocated, is monitored by the overall project manager
who reports to the Client Group and advises on expenditure and adjustments,
Projects are tendered in accordance with Bristol City Council’s
procurement regulations and, where applicable, OJEC requirements.
How have the public been kept informed?
A key objective of Bristol Legible City has been to keep people informed,
encourage debate, share information and publish proposals.
The Client Group has seen public involvement and dialogue as essential
in developing a shared programme for action. It has encouraged exhibitions,
and working groups to test design concepts and wayfinding ideas. These
have helped to inform the process and to gain approval from the community.
The involvement of artists has been seen as a fundamental part of the
process both in building identity and in bringing a wider audience and
range of interests.
Public feedback, field-testing and user surveys have been employed to
test the success of individual projects and identify weaknesses.
The ability to build on the strengths of the individual partners, and
their networks for accessing the public, has been a great benefit of
Bristol Legible City and has enabled ideas and proposals to reach a
wider range of the City’s interested public.
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