BUILDING FOR SCHOOL AND COMMUNITY - Kennedy Bibliothek

- there must be recognizable accountability for all concerned, and
products and achievements within- acceptable time frames.
130. As we have said, public services have been delivered traditionally
by autonomous and specialist bureaucracies. When a physical facility was
required, a programme and a specification were written by the administrator
together with a budget, and these were delivered to an architect to be
turned into a building. The new process is entirely different.
131. In the new process citizens, administrators, architects and other
specialist personnel enter together, at the very beginning, an open-ended
and exploratory situation. As the discussions move forward the architect
sketches alternatives, revealing to the group the interrelationship of
this recommendation and that recommendation to the other variables in the
on-going design, until gradually a definition of programs, physical form
and administrative form begins to emerge and become concrete.
132. In several of the examples in this paper the products of the processes
discussed are new joint-usage centers. This is almost inevitable.
In the first place there is the drive on the part of bureaucracies for
inter-sectoral co-ordination. In the second place, citizens do not perceive
their needs from the same viewpoint as administrators. Administrators
are prone to see programs in terms of budgets, personnel, equipment,
regulations and so forth. Citizens, on the other hand, perceive their
needs holistically. They are able to define those interrelationships of
a perceived need to the wholeness (or "quality") of their daily lives, and
the goals they have formed for the quality of their future, which are at
the very essence of joint-usage centers. In fact, if the staffs of bureaucracies
are specialists in discreet elements of program one can equally
say that the citizen-consumer is a specialist in holistic interrelationships.
133. The number of new joint-usage centers in various countries in the
world has grown dramatically during the past five years. Some of these
have been influenced by the United States examples, not only in process
and.program but. also in form. The design of the new Mummelsmannsberg
Center in Hamburg, West Germany, for example bears distinct resemblances
to Pontiac's Human Resources Center, although the Mummelsmannsberg Center
is somewhat bigger. And as this paper has shown, in the United States
examples the citizens not only have participated in the program and design
of the new joint centers, but have continued to be involved in the
subsequent administration of the centers, so that creative citizen input
continues into their day-to-day operation and accountability.
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