BUILDING FOR SCHOOL AND COMMUNITY - Kennedy Bibliothek
BUILDING FOR SCHOOL AND COMMUNITY - Kennedy Bibliothek
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