Environmental Engineering Reference
In-Depth Information
on project specific opportunities. However, they also need to follow a bottom-up
approach that builds on the site and community's strengths and minimises or miti-
gates any weaknesses. As CABERNET's professional skills working group, led by
Francesca Neonato (PN Studio, Italy) and Euan Hall (Land Restoration Trust, UK)
pointed out: such individuals exist today by dint of hard won experience but:
Whilst many environmental/land based professions encourage continuing professional
development (CPD) in technical areas, few concentrate or give much regard to manage-
rial leadership and process-oriented skills. There is a need for a European wide recognised
post-graduate diploma or certificate which builds on technical knowledge/skills through
enhancing leadership skills, consensus building for the range of skills potentially required
by a Brownfield Process Manager (CABERNET
2005
).
In essence, Brownfield process management involves applying the seven princi-
ples listed in Table
25.1
in ways that are appropriate to the sites in question. While
technical competence is needed in project delivery, too strong an emphasis on tech-
nical issues can result in “the wrong thing being done right”. Only by looking at the
bigger picture can the “right thing” be identified and only then should the techni-
cal skills be deployed to “do the right thing, right”. Brownfield process managers
must both implement and influence policy and must both muster and master a wide
spectrum of technical specialisms. They should also provide long term continuity
to ensure project creep does not result in delivering something unexpectedly differ-
ent from that envisioned and agreed. CABERNET (
2005
) illustrated the role of the
opportunity plan (see Box
25.1
) with examples from the work of CABERNET mem-
bers across Europe and described the personal skills and attributes of a Brownfield
process manager.
Box 25.1 The CABERNET Opportunity Plan (CABERNET
2005
)
Jumping straight to a Master Plan (development framework) can result
in unimaginative and inappropriate regeneration. A preliminary options
appraisal stage is suggested to define the range of regeneration opportunities
for the site. However, these opportunities should be anchored in and reflect
the site environmental, economic and social setting/ context - an opportunity
plan. The spatial extent to be considered will be that impacted on and impacted
by the regenerated site. This “zone of influence” varies from site to site.
The opportunity plan should not be an immensely detailed piece of work
replacing a masterplan, but an informed review of where Brownfield land sits
in relation to existing communities - its spatial context. From this, an appro-
priately skilled professional can then determine where development should
best take place if there are a variety of options
...
The Opportunity Plan will allow the BPM to identify a series of potential
regeneration options (called opportunities) from this understanding of the site
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