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BUILDING FOR SCHOOL AND COMMUNITY - Kennedy Bibliothek

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i) to create equal opportunities for all races and social classes<br />

and thus further the racial and social integration mainly in<br />

urban areas;<br />

ii) to alleviate educational and social services deficits through a<br />

comprehensive planning process including the users;<br />

iii) to produce a new type of facility which would be better suited<br />

than traditional schools to serve as a focal point for community<br />

activities;<br />

iv) to enhance inter-agency co-operation and communication to alleviate<br />

duplication of services and to create missing links.<br />

32. The following is an attempt to summarise which strategies were used<br />

to attain these goals and how they influenced programming and planning<br />

processes, co-operative models, educational content and teaching methods<br />

ology, architecture and urban design, and cost factors. Table 1 (showing<br />

the time needed for the planning and implementation of the three centers,<br />

the type of school planned and the number of pupils enrolled, the capital<br />

costs incurred, the areas provided and the types of use made of the<br />

facilities demonstrates the vast differences between these new centers<br />

and traditional schools (with standard programs and one purpose), and<br />

explains why new strategies had to be found for planning, organisation,<br />

implementation and use.<br />

Planning Processes<br />

33. In the choice of strategies for the initial programming and planning<br />

processes, significant differences between the three centers can be found.<br />

Table 2 (Column 4) shows that seed money for the programming process was<br />

available in all three cases. This was an achievement in itself. The<br />

ways in which this money was used (Column 5) differ,, This difference not<br />

only influenced later administrative arrangements, services, uses and<br />

operating arrangements (Table 3, Columns 1-6), but also stated and observed<br />

achievements and problems today (Table 5, Columns 1-2)<br />

a) The Dana P. Whitmer Human Resources Center in Pontiac, Michigan<br />

(see Figure 1)<br />

34. A petition signed by 300 parents, asking that the 69 year old<br />

McConnell Elementary School be replaced, gave the original impetus for<br />

Pontiac's new Human Resources Center (HRC). Pontiac's Board of Education<br />

and City Administration responded to the petition and to the need to<br />

replace half a dozen other inner city elementary schools by deciding<br />

that the schools needed more than just new buildings.<br />

41

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