Assistance of an expert in the participatory planning model in the area included in the revitalisation programme in view of the desired changes. Based on the example of the district of Śródka in Poznań

2021

1(65)

DOI: 10.37190/arc210107

Bartosz Kaźmierczak*

Assistance of an expert in the participatory planning model

in the area included in the revitalisation programme in view

of the desired changes.

Based on the example of the district of Śródka in Poznań

ORCID: 0000-0001-8436-6963. Faculty of Architecture, Poznan

University of Technology, e-mail: bartosz.kazmierczak@put.poznan.pl

Introduction

There are no participatory methods developed in the

Polish urban planning process that might engage the in-

habitants into joint cooperation at all the stages of a plan-

ning process. This statement does not apply only to man-

datory procedures that under Polish legislation require

social participation at the stage of drawing up the planning

documentation or documentation pertaining to revitalisa-

tion works. However, the above mentioned participatory

planning should above all apply to factual inclusion of the

voices of local communities in the legislative and decision

making processes. The most frequent practice is to present

the already worked up planning and design solutions that

are subsequently consulted with the social groups. Such

a practice is most often supported with the time pressure

argument in reference to the EU funds application proce-

dures. As a result, the term “participatory” planning be-

comes an empty phrase used to conrm that the consensus

was reached in social negotiations [1]. Thus, the voice of

local communities is rarely fully accounted for and it rare-

ly has any major impact on the decision making process, in

particular at the level of a given revitalisation programme

implementation. The blame, however, should not be put

on the self-governments only. As Mielczarek-Żej mo [2]

states, involvement of a variety of entities into the decision

making process should be based on eective management

of complexity and diversity of conicts and crises that may

arise in reference to one area as well as on eective mana-

gement of diversity of opinions regarding social needs and

development opportunities of a given zone.

The purpose of this article is to carry out a case study

on Śródka district in Poznań to nd answers to the ques-

tion about the role of experts in participatory planning.

Participatory method in the process

of revitalisation

Social participation in urban development facilitates

proper diagnosis of problems and chances as well as the

process of education, the exchange of know-how and good

professional practices. Moreover, inclusion of a wide range

of stakeholders into the stage of identication, planning,

implementation and monitoring of the revitalisation or de-

velopment works will elevate them to the rank of factual

co-designers of the changes in their surroundings. Polish

urban planning process has so far failed to work up par-

ticipatory methods that might engage the inhabitants into

joint cooperation at all the stages thereof.

Socialisation of the planning process at a number of

stages shall be based on appropriate education of the local

communities to ensure that they are prepared and ready

to properly participate in the process. In particular, they

should be ready to conduct substantive and responsible

dialogue [3]. Four main categories may be distinguished

from among good practices ensuring the factual sociali-

sation of the urban development or revitalisation that will

facilitate due education of the local communities to eec-

tively participate in the planning process [4]. These are the

techniques that develop:

1) understanding the complexity of the assessment per-

spectives, in particular the dierence between the subjec-

60 Bartosz Kaźmierczak

tive (your own) and objective (collective) perception of

problems, needs and solutions;

2) abilities to recognise and compare places based on

a wide perception of the local environment in view of its

potential opportunities, not just problems and deciencies;

3) ability to use the municipal information database:

reading plans and referring them to a factual space; structur-

ing the information coming from dierent sources, under-

standing how the municipal administration functions, etc.;

4) a collaborative approach to the planning process and

proposing the desired, reasonable and feasible solutions.

Engaging diversied entities into the decision making

process shall be founded on the searches for ecient man-

agement of complexity and diversity of the conicts and

crises that might arise in one place as well as the ecient

management of diversity of opinions on social needs and

development opportunities of a given area [2]. A social

network is one of those theoretical perspecti ves that al-

low for dening rules applicable to combining forces in

the process of urban development or revitalisation. Such

networks assume a specic form of governance networks,

which can be dened as a manner of creating and imple-

menting public policies through the creation of the rela-

tions network between the authorities, entrepreneurs and

key players in the civic society [5]. The operation of such

cooperation network in the context of the activities in-

tended for the purpose of conversion and development of

the town is predetermined with the role of local leaders.

Their role shall focus on the initiation of the said activities,

regulation of their functioning and verication of their ob-

servance. The main idea of such networks is to engage

into cooperation the right key players that have proper re-

sources and know-how in order to meet dened targets. It

is also important to dene the framework of the cooper-

ation network, in particular in the context of identifying

the desired target activities, scope of competences and the

manner of making decisions. Here, the experts can play

an important role as the approval body, but more than just

that, they can educate, integrate and coordinate the stake-

holders in the process.

Case study – Śródka

Śródka is a small housing estate on the borderlines of

Poznań downtown area, which has been the subject matter

of many research works for many years now. The social,

economic and spatial changes undergoing in the area are

of interest to all the stakeholders that view revitalisation

as an important regeneration process of degraded urban

structures and fabric [6]. Since 2006, when the Munici-

pal Revitalisation Program was adopted for the district of

Śródka, this small housing area has become the core of re-

search and a case study in respect of the implementation of

revitalisation activities prescribed in the aforementioned

revitalisation programme adopted by the authorities of

Poznań. Opinions concerning the assessment of the eects

of Śródka revitalisation have varied. Many researchers are

critical of the eects of the activities undertaken within

the framework of the programme in 2006, pointing out

that they resulted in increased rents and pushed out the

nancially fragile inhabitants from the area [7], [8]. Nev-

ertheless, we cannot overlook the positive spatial changes

that have improved the aesthetics of development and

pub lic space or increased the functional attractiveness of

the district owing to the opening of the Interactive Centre

for the History of Ostrów Tumski (ICHOT). The process,

furthermore, increased the awareness of the inhabitants

and the entrepreneurs living and operating in Śródka in

respect of the district contribution into the creation of the

image of Poznań.

Problems of local entrepreneurs

Activities undertaken to revitalise degraded areas – in

particularly those located in the central part of the city

– must account for certain adverse phenomena inherent

in increased attractiveness of an area under revitalisation.

Increased public interest in a venue where cultural events

take place, improvement of visual quality of urban space

or creating certain social popularity trends may result in

social conicts or increase the abuse of particular interests

[9]. In case of the district of Śródka, the stakeholders have

many times successfully managed to balance the interests

of respective groups, thus preventing any conict escala-

tion and loosening of the social bonds established with so

much eort and involvement [10].

It has turned out that a conict arose from a problem-

atic issue that failed to be resolved at the very beginning

of revitalisation and from a new situation that occurred

due to unpredicted circumstances. Both situations under-

lay the escalating dissatisfaction of the entrepreneurs op-

erating in the district of Śródka. The rst one concerned

the so far unsolved problem of transit through the housing

estate and improper organisation of parking options. The

second conict developed unexpectedly when the own-

ers, after the renovation of the façades of their tenement

houses, demanded that the trac lights operator that had

used the elevations of the houses for the purpose of the

installation of the lighting xtures should reimburse the

owners a part of the renovation costs. The operator did not

have any proper agreements concluded in this respect and

for this reason, refused to pay any compensation to the

tenement house owners. They, in turn, refused to have the

light xtures installed on the elevations of their buildings.

Due to the conict, spatial attractiveness of Śródka de-

clined and, as per the claims of local entrepreneurs, trans-

lated into the decreased revenue generated from business

operations, mainly in the catering sector. Some of the lo-

cal restaurant owners decided to undertake their own initi-

ative to rescue their businesses. Unfortunately, their ideas

to support respective businesses failed to account for the

interests of other local entrepreneurs, and even the inhab-

itants of Śródka, the main users of the district space. Two

extreme approaches could be observed among members

of the local community:

1. The approach taken by the entrepreneurs: “I am strong

and I have the initiative, thus, I convert the actual sur-

roundings as I deem t”.

2. The approach taken by the local activists: “I am an

im portant part of the urban fabric, where I operate, and

Assistance of an expert in the participatory planning model 61

Fig. 1. A map showing the

approved in 2017 by the Town

Hall in Poznań “Social concept

of changes in the organisation of

traffic in the district of Śródka”,

where transit through the district

centre is no longer admissible

(source: https://www.poznan.pl/

mim/s8a/projekt-srodka,

p,1025,5634.html;

accessed: 14.03.2021)

Il. 1. Mapa przedstawiająca

zatwierdzoną w 2017 r.

przez Urząd Miejski w Poznaniu

„Społeczną koncepcję zmian

w organizacji ruchu na Śródce”,

w której nie dopuszcza się już

tranzytu przez centrum dzielnicy

(źródło: https://www.poznan.pl/

mim/s8a/projekt-srodka,

p,1025,5634.html;

data dostępu: 14.03.2021)

because I am the beneciary of this place, I am partially

responsible for it”.

Thus, the question arises on the conditions to be met

for the two groups of stakeholders taking the two extreme

approaches but declaring to have the same needs to get

together and discuss the issue amicably.

Activation of local entities and social leaders translates

into increased civic awareness and creates the need for

a dialogue. In the district of Śródka, in order to resolve

the conict and to agree on the right solution in the best

interest of the inhabitants, it was necessary to get the mu-

nicipal authorities involved. A dedicated workshop was

organised and the invited experts

were expected to re-

solve the dispute that had arisen in the local community,

in a manner facilitating the strengthening of social bonds

and mutual trust.

Workshop meeting.

Assumptions, course of development, conclusions

The Revitalisation Branch of the Poznań Town Hall

the Board of the Housing Estate “Ostrów Tumski Śródka

– Zawady – Komandoria” and the Society of the Friends

of Śródka and the neighbouring areas called “Śródeja”

The invited experts: Bartosz Kaźmierczak and Sławomir Palicki

were members of the group of experts, actively engaged in the activities

aimed to implement the Śródka district Revitalisation Programme in the

years 2008–2019.

The Head of the Branch Oce was at the time Lech Podbrez, an

architect.

came up with the idea of the workshop meeting and then

organised it. The workshop attracted property owners and

administrators as well entrepreneurs operating in the dis-

trict of Śródka (hotel owners, restaurant owners and retail

store owners), as well as local activists. The purpose of

the workshop was to agree on the most crucial threats and

opportunities for the businesses in Śródka, options of cre-

ating the image of entrepreneurial spirit of the district of

Śródka and a possible scope of cooperation.

To optimally use the time individual participants could

devote to participate in the workshop, its preliminary pri-

ority assumptions had been worked up in advance. Be-

fore commencing work with any group of participants,

the organisers approved of a postulate of a wide range of

cooperation at the stage of conceptions and of the princi-

ple that joint interest shall prevail over particular interests

in the selection of solutions to be implemented. It was

agreed that the main task of the meeting was to make the

participants aware that every one shall contribute to the

discussion on the desired changes because the solutions

worked out jointly shall serve the common welfare. Thus,

if every participant declared that s/he needed to maximise

the prots generated from business activity run in Śródka,

then, s/he should make a relevant nancial investment or

put an eort in the organisation of joint initiatives, ade-

quately to his/her declaration. The meeting was scheduled

for three hours; the planned workshop was divided into

two thematic groups: diagnosis – listing the problems; and

directions of changes – during this part of the workshop

the participants searched for possible solutions to the prior

listed problems.

62 Bartosz Kaźmierczak

Fig. 2. Participants of the workshop – representatives of local

entrepreneurs, housing estate board and local activists

(photo by L. Podbrez)

Il. 2. Uczestnicy warsztatów – przedstawiciele lokalnych

przedsiębiorców, rady osiedla i lokalnych aktywistów

(fot. L. Podbrez)

The rst part of the workshop started with two short

presentations by the experts

who chaired the event. The

rst presentation recalled the leading role of the district of

Śródka and its neighbouring area of Ostrów Tumski (the

cradle of the Polish state) in the development of Poznań.

The second part focused on the methodology of running

discussions and reaching consensus. After the introduc-

tory part the participants were asked to report problems

that for them directly translated into the reduced income

generated from the business activities they ran in Śródka

and to list the assets of the location. Spontaneously voiced

opinions by individual participants in the course of the

discussion were recorded. The workshop chairmen re-

frained from moderating the voices raised, but only noted

down the drawbacks in red and the benets in green.

The concerns raised included voices on several prob-

lematic issues. The most important one, being the direct

reason why the workshop meeting was organised, was

the street lighting. The organisers hoped the participants

would be able to arrive at a consensus. After dusk, it was

pitch dark in Śródka. Lack of lights at the section from the

Cathedral to Śródka Roundabout discouraged any visitors

from entering the area. The lighting arrangement should

invite the visitors, whereas there was no such incentive,

the space lacked coherence and emitted no express signals

that might “invite” visitors to Śródka. Poor recognisabil-

ity of the place aects the perception of what the district

has to oer (as a hidden/unknown oer), whereas the ex-

isting spatial arrangement only underlines the separation

of Śródka with the urban planning borderlines between

this district and Ostrów Tumski and next the Old Market

Square. Tourist information and promotion services seem

to insuciently propagate what Śródka has to oer (thus,

The rst to take oor was B. Kaźmierczak, a PhD, engineer

architect, to be followed by Sławomir Palicki, PhD, specialist in economy.

it remains hidden/unknown). The recognisability of the

place is poor, its identity symbols fail to be widely rec-

ognised, e.g., the 3D mural, which fails to be described

in guide books and the tourists often do not know where

to look for it. As far as historical sites are concerned – the

Church of St. Margaret is inaccessible to the public. The

entrance to its chapel and to the yard is usually closed.

What is more, the Polish-Catholic Saint Casimir church is

equally inaccessible and unknown, similarly to the school

for the deaf children and the Cathedral School, which of-

ten hold a variety of cultural events. The exchange of in-

formation on the events organised in Śródka and Ostrów

Tumski was also poorly rated. In this scope consensus

had failed to be reached by the two administrative areas,

which, despite their close vicinity, seemed to operate sep-

arately. From the perspective of servicing the tourist traf-

c, Śródka was noted to clearly lack the tourist infrastruc-

ture in the basic form of small architecture, i.e., benches,

rubbish bins or cash dispensing machines.

Another issue raised and highlighted, in particular

by the representatives of the housing estate board and

“Śró de ja” Society, was the leading residential function

of Śród ka. Thus, the two bodies maintained that the late

opening hours of restaurants and bars, similarly to those

in the Old Market Square in Poznań, were improper

because it was in the best interest of the residents that

Śródka should attract the visitors during the day and not

at night. The inhabitants were the hosts in their district,

therefore peaceful resolution of conicts between them

and the visitors should be viewed as a necessity. The res-

taurant owners agreed with the statement and acknowl-

edged the fact. They, how ever, stressed that at weekends

their businesses located in Śródka generated the highest

turnover. They also named the events that adversely af-

fected their business operations. The marathon was listed

as an event generating great losses for the entrepreneurs

(on average there are approx. ve such events annually).

During such events, transport to Śródka is blocked and

social media especially contribute to the atmosphere of

panic, predicting total trac paralysis, and recommend

that the visitors should avoid going to Śródka on such

occasions. It often happens that the circulation of the in-

formation about such events is inecient, the public is

not informed about them with due notice and there is no

reliable information about bypasses or alternative access

roads leading to Śródka. The information on available

transport options to Śródka is similarly poorly dissemi-

nated, this includes no information on bus or passenger

car park options or on the car park at the back of the

Cathedral in Ostrów Tumski. Car park space as such was

assessed as sucient because at weekends the car park

near the school for the deaf can be used if needed. The

participants, however, acknowledged the fact that car

park places need to be clearly delimited as the cars tend

to be parked “wherever possible” – even on the pave-

ments; this renders the impression of chaos, disorder,

lack of aesthetics, which, in view of the perception of the

quality of space, translates into its negative image and,

moreover, results in the obstruction of vehicle and pe-

destrian trac. The transit trac rush hours in Śródka

Assistance of an expert in the participatory planning model 63

4) use slogans including the district name, i.e. Śródka,

“Śródka – the smallest town in Poland”, “Śródka – this is

where Poland began”,

5) make the historical sites in Śródka available to the

visitors – including the sacral facilities,

6) create new signs in the city space (new direction

signs, following the example of the mermaid in Copen-

hagen),

7) stress the uniqueness of Śródka district niche of-

fer, intended for individuals but not for the masses (quiet

nights, busy days),

8) attract pedestrians, yet leave and clearly delimit the

car park places,

9) remove the transit trac,

10) create a formal “incentive” that will invite cyclists

and pedestrians from the “Wartostrada” side,

11) enhance what Środka has to oer by its “unica-

tion” with Ostrów Tumski and by coordination of joint

activities,

12) strengthen the social impact of Saint Peter and Paul

Day, the holy patrons of Poznań (as an alternative or sup-

plementary event to St. Martin’s day),

13) coordinate – to an extent larger than before – the

organisation of events and celebrations in respect of re-

ligious, culinary and cultural events which take place in

Śródka,

14) organise street stall sales (fairs, weekend sales, ea

markets or antique fairs [china, clocks], militaria fairs),

15) open a car park near the school for the deaf chil-

dren,

are the morning and the afternoon hours. This is a major

problem of the district and requires changes in the trac

organisation. Śródka is accessible by car only from two

directions, but the cyclists using Wartostrada (the cycle-

way along the Varta river) fail to be directed to Śródka,

in the opinion of the restaurant owners, this reduces the

earning opportunities of the restaurants.

Later on, the experts and the participants moved to

classify the comments and observations using the standard

marketing evaluation method, i.e., the SWOT (strengths,

weaknesses, opportunities, threats) analysis. After rele-

vant table columns were appropriately lled up, all the

participants were asked to assign weight (in the scale 1–5)

to individual comments in order to prioritise the advantag-

es and drawbacks.

The second part of the workshop was dedicated to

the search for solutions, which, in view of the reported

problems could positively aect business operations of

Śródka entrepreneurs. The participants were free to voice

their ideas, which were not moderated by the chairmen.

The following ideas were proposed (according to their se-

quence):

1) ensure continuous lighting arrangement that would

link the entire Royal-Imperial Route (the Old Market

Square, Chwaliszewo, Ostrów Tumski, Śródka),

2) compile a guide book about Śródka that would be

continuously available at any tourist information oce in

Poznań,

3) use the mural in promotional and informative mate-

rials/leaets,

ASSETS DRAWBACKS

5 historical area 5 lack of information about the place and its attractions

5 integration of business entities/fair competition 5 darkness in the evening/lack of proper street lights

4 catering zone (“clustering” of the offer – note by the author) 5 inaccessibility of attractive sacral and educational facilities

3 cosiness 5

poor legibility of the urban layout/architectural composition/

separation, interrupted transport route/

lack of integration with Ostrów Tumski

3 Location

OPPORTUNITIES THREATS

5 combination of the offer of Śródka and Ostrów Tumski 5 incoherent investment policy

opportunity of working up a common strategy of develop-

ment, instead of a separate tourist and cultural offer

no cohesive thinking about Śródka shared by a variety

of stakeholders (inhabitants, entrepreneurs, local politicians,

the municipal authorities, the Church),

including lack of coherent spatial planning policy

5 local media publicity 5

traffic jams/transit traffic every day in Śródka district

(in the morning and at about 4 pm) – including many

collisions and accidents at Śródka Roundabout

organisation of municipal events that prevent access

to Śródka

competition – other districts of the city

(e.g., Jeżyce or Wilda)

Table 1. Summary of the comments reported in the form of SWOT analysis (elaborated by S. Palicki, B. Kaźmierczak)

Tabela 1. Podsumowanie uwag zgłoszonych w formie analizy SWOT (oprac. S. Palicki, B. Kaźmierczak)

64 Bartosz Kaźmierczak

16) bring more life to the district thanks to restaurant

outdoor patios,

17) create tourist-friendly infrastructure in the form of

small architecture such as benches, rubbish bins as well as

information boards (maps/information boards/road signs/

tourist information about given facilities) with the support

of the Poznań Local Tourist Organization (PLOT),

18) encourage new investors – open up to new ideas,

19) create an attractive image of the district though

so cial media – “Talking about Śródka” – a quasi-ocial

forum for the exchange of opinions and a form of support-

ing the business interests of the entrepreneurs operating

in Śródka in cooperation with the Board of the Housing

Estate and the Society of the Friends of Śródka – “Śróde-

ja”, etc.

The results of the workshop

– an expert’s attempt to classify the ideas voiced

In accordance with the denition [11] of the types of

activities undertaken in revitalisation projects:

– “Hard” activities are related to the improvement of

the condition of infrastructure and development, e.g., tan-

gible structures,

– “Soft” activities are connected with the improvement

of the condition of the local community and its growth

opportunities, including recovery from a crisis (in the con-

text of social and economic situation).

Nineteen of the submitted ideas were, thus, divided

into “hard” and “soft” activities (in 8 to 11 proportion).

The following ideas were classied into the rst group

(“hard activities”): 1, 6, 8, 9, 10, 15, 16, 17, whereas the

second group (“soft activities”) contained: 2, 3, 4, 5, 7, 11,

12, 13, 14, 18, 19.

The ideas could also be grouped with the use of another

criterion, i.e. the types of problems to be solved by the

ideas proposed. Moreover, the strengths and weaknesses,

identied within the SWOT analysis, can become further

criteria for the division of the proposed ideas. As a conse-

quence, the ideas can be divided into four strategies:

– spatial accentuation of a place and its assets (1, 6,

16, 17),

– using the tourist potential of the area (2, 3, 4, 5, 7),

– minimising the negative impact of motor vehicle

transport (8, 9, 14, 15),

– integration of undertakings made by the entities oper-

ating in the district (11, 12, 13, 18, 19).

To facilitate the verication of respective ideas, the de-

gree of their complexity, their potential and limitations,

the experts dened 5 assessment criteria:

– continuity, potential of maintaining eects – the crite-

rion, which helps us answer the question whether a given

idea entails a one-time, irregular activity or a regular one.

The assumption was that regular, periodic activities shall

contribute more to the maintenance of the results in time,

– potential conicts/concessions/consensuses – the cri-

terion based on the search for solutions that raise no res-

ervations. Any activities that might be a source of any po-

tential conicts shall be dismissed and the entrepreneurs

shall focus mainly on those ideas that stand a chance of

reaching a consensus. Implementation of solutions that

have a potential for concessions could also be considered,

however, then it shall be assumed that their results might

turn out unsatisfactory,

– costs to be incurred and the sources of their nancing

are an important criterion of the assessment of the ideas in

view of their feasibility. Solutions that involve high level

of costs and depend on the investor’s outlay will have lit-

tle chances of implementation if the investor does not gain

any direct benets from the investments. The ideas that

take precedence are those that do not require excessive

costs to be incurred or those that might attract a group of

investors willing to partially cover the costs of the invest-

ment,

– the criterion of division of tasks and their contractors

describes the complexity degree of scheduling the factual

activities necessary for the attainment of goals proposed

within the framework of given ideas. The more complex

the undertaking – i.e., requiring the completion of many

tasks and engaging a great number of contractors – the

more dicult the desired goal is to attain. The best ideas

are those that can be entrusted to contractors already per-

forming similar works, and the planned tasks will only

extend the scope of works that have been started already,

– the last assessment criterion denes the tasks of key

importance for the attainment of the desired goal. Based

on Pareto principle (80 to 20 principle), 20% of the ideas

are assumed to be selected as being capable of rendering

80% of the pursued goals.

The fact that experts were appointed to engage into the

urban planning issues of the district of Śródka as early as

in 2008 has contributed to the strengthening of the social

network of the stakeholders, including the executive body

of the self-government, local activists, leaders and entre-

preneurs, who have successfully exchanged their know-

how on the changes undergoing in the revitalised areas

from their own perspectives. Owing to this collaborative

approach, the stakeholders have succeeded in creating the

atmosphere of mutual trust and actively and creatively

cooperated in the process of identifying the problematic

issues and proposing solutions thereto. The role of an ex-

pert, in this case, was not limited to designing the frames

of the participatory planning. The invited experts also as-

sisted the stakeholders in dening the assessment criteria,

which allowed them to make objective decisions on pos-

sible strategies to be undertaken in order to meet the goals

(Table 2).

Conclusions

The ideas proposed during the workshop are of double

value. On the one hand, they are precise guidelines for

future activities in reference to the organisation of space,

and, on the other hand, they are the evidence that it is pos-

sible to work up joint strategies accounting for the needs

of all the stakeholders. Participation of experts (neutral in

respect to the problems) in the pursuit of joint solutions

underlies the successful cooperation between the groups

characterised with dierent standing as regards the space

use. Such experts can work up relevant concessions for

Assistance of an expert in the participatory planning model 65

the postulates of the entrepreneurs to meet the conditions

set forth by the local community and the formal require-

ments posed by the authorities.

Another important aspect of the research is its educa-

tional value. The entrepreneurs acknowledged the fact that

cooperation with public institutions and the area inhabit-

ants was not only necessary to reach the set goals – par-

ticularly in the area of the so-called “hard” activities con-

nected with the development of the required infrastructure

– but was also a pre-requisite for creating the atmosphere

of mutual trust which underlies the streamlining of Śród-

ka community initiatives. The example described in the

article is intended to emphasise the role of an expert in in-

creasing the social awareness of the need to integrate tasks

and synchronise activities undertaken within the frame-

work of adopted strategies. Active engagement of experts

has a potential of a synergy eect, strengthening the de-

velopment opportunities of the entire district. To reach

SOFT ACTIVITIES

New investors – opening up to new original ideas

The “vital few”

– Patero principle

Continuity potential

of maintaining the effects

Potential conflicts/

concessions/ consensus

Costs and sources

of financing

Division into tasks

and their contractors

Ideas to standardise events/festivities – sacral, cultural, catering

“Talking about Śródka [Śródka na językach]” – social media in the form

of a quasi-official forum for the exchange of opinions; an association, forum,

society, board as a form supporting the business interests of the entrepreneurs

operating in Śródka in cooperation with the Board of the Housing Estate

and the Society of the Friends of Śródka – “Śródeja”, etc.

Street stall sales (fairs, weekend sales, flea markets or niche events e.g. antique fairs:

china, clocks, militaria fairs, etc.)

ENHANCEMENT OF THE DISTRICT OFFER BY ITS UNIFICATION

AND CONNECTION WITH OSTRÓW TUMSKI

Organising/Increasing the attractiveness of the festivities of Saint Peter and Paul Day,

the holy patrons of Poznań (as an alternative or supplementary event

to the celebrations of St. Martin’s Day)

A GUIDE BOOK ABOUT ŚRÓDKA/TOURIST INFORMATION

– HISTORICAL SITES OF ŚRÓDKA

“Śródka – the smallest town in Poland” (or rather: Śródka – the historical location

of Ostrówek – the smallest town in Poland, author’s comment),

the place closely connected with the origins of the Polish state

“Opening the historical sites” – including sacral buildings

Using the mural for the promotion purposes

HARD ACTIVITIES

Tourist-friendly infrastructure. Small architecture such as benches, rubbish bins as

well as information boards (maps/information boards/road signs) with the support of

the Poznań Local Tourist Organization (PLOT)

NEW SIGNS IN CITY SPACE

Continuous lighting arrangement that would link the entire Royal-Imperial Route

Formal “invitation” from Wartostrada side

ATTRACTING PEDESTRIANS, LEAVING AND CLEARLY DELIMITING

THE CAR PARK PLACES

reviving the street life thanks to restaurant outdoor patios

Banning the transit traffic in Środka district

Opening a car park near the school for the deaf children

Table 2. Ideas assessment diagram (elaborated by B. Kaźmierczak, S. Palicki, L. Podbrez)

Tabela 2. Schemat oceny pomysłów (oprac. B. Kaźmierczak, S. Palicki, L. Podbrez)

66 Bartosz Kaźmierczak

Abstract

Assistance of an expert in the participatory planning model in the area included in the revitalisation programme in view of the desired changes.

Based on the example of the district of Śródka in Poznań

This article presents the method of resolving conicts arising around projects implemented in the area included in the revitalisation programme.

The author presents the subject of social participation in the Central European context, in which the low level of social trust and the diculty in making

joint decisions in the spirit of consensus are characteristic. The aim of this article is to try to dene the role of experts in the participatory planning

model. The described case study allows for the assumption that in the search for the desired changes in the area covered by the revitalization program,

the participation of not only stakeholders but also experts should be taken into account. Thanks to this approach, it becomes possible to articulate

– often contradictory needs, which in turn increases the chances for the implementation of postulates submitted by stakeholders. Real social partici-

pation in the decision-making process regarding changes related to revitalization is possible thanks to the involvement of experts who are, in a way,

“shop stewards” who guarantee not only an appropriate level of debate but also help to objectify the developed postulates.

Key words: participatory planning, expert assessment, revitalization, post-communist countries, Central Europe

Streszczenie

Pomoc ekspercka w partycypacyjnym modelu planowania pożądanych zmian w obszarze objętym programem rewitalizacji.

Przykład poznańskiej Śródki

W artykule omówiono sposób rozwiązywania koniktów pojawiających się wokół projektów realizowanych na obszarze objętym programem

rewitalizacji. Autor przedstawia w nim problematykę partycypacji społecznej w kontekście środkowoeuropejskim, dla którego charakterystycznym

elementem jest niski poziom zaufania społecznego oraz trudność w podejmowaniu wspólnych decyzji w duchu konsensusu. Celem artykułu jest

próba określenia roli ekspertów w partycypacyjnym modelu planowania. Opisane studium przypadku pozwala przyjąć założenie, że w poszukiwaniu

pożądanych zmian w obszarze objętym programem rewitalizacji należy uwzględnić udział nie tylko interesariuszy, ale także ekspertów. Dzięki takie-

mu podejściu możliwe staje się wyartykułowanie – często sprzecznych ze sobą – potrzeb, co w konsekwencji zwiększa szanse na urzeczywistnianie

i realizację zgłoszonych przez interesariuszy postulatów. Realny udział społeczny w procesie decyzyjnym dotyczącym przemian związanych z rewi-

talizacją jest możliwy dzięki zaangażowaniu ekspertów, którzy są niejako „mężami zaufania”, gwarantującymi nie tylko odpowiedni poziom debaty,

ale również pomoc w obiektywizacji wypracowanych postulatów.

Słowa kluczowe: planowanie partycypacyjne, ocena ekspercka, rewitalizacja, kraje postkomunistyczne, Europa Środkowa

References

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the set goals, it is important to stress that the community

should participate in the process to the largest extent pos-

sible. A neutral and objective approach of the experts in

the assessment of the proposed ideas, often perceived in-

dividually and selectively, makes a huge dierence.

The participatory model in the planning of desired

changes that includes the assessment of experts contrib-

utes to the right diagnosis of problematic issues and op-

portunities; it, furthermore, facilitates education, popular-

isation of know-how and exchange of good professional

practices. Moreover, inclusion of a wide group of stake-

holders at the stage of identication, planning, implemen-

tation and monitoring of revitalisation or development

activities makes the group members viable change pro-

moters [12].

Translated by

Barbara Wesołowska-Marszałek

Assistance of an expert in the participatory planning model in the area included in the revitalisation programme in view of the desired changes. Based on the example of the district of Śródka in Poznań

Bartosz Kaźmierczak

doi:10.37190/arc210107

Abstract