Implementing Management Instruments
Projects must be economically viable, well managed and maintained. This means understanding the market considerations of developers, ensuring long-term commitment from the community and the local authority, defining appropriate delivery mechanisms and seeing this as part of the design process. Projects must be location and context specific and will vary by type whether infill, brownfield, extension or regeneration. Relevance is key: a highly urban solution will not be appropriate on a suburban site, and vice versa. These are the four dimensions to consider for managing well projects.
Establishing Partnerships
Utilities, property owners, transportation suppliers, financial institutions, citizens, non-governmental groups and other stakeholders all have a role to play in achieving the targets of increasing liveability, inclusiveness, and economic vitality. Municipal authorities will have to take decisive action to obtain the support of investors. Mayors and elected officials will have to use their convening power, provide incentives for private investment, demand changes beyond their jurisdictional boundaries, and share and apply approaches from cutting-edge projects around the world. Sustainable design is about working with a wide range of stakeholders. Cities should support innovation and private-sector participation for developing solutions. They can reserve their funding for public goods provided by the government. It makes sense to identify areas where municipal agencies can step back and leave room for private sector companies, state-owned utilities, universities, foundations and non-profit organizations. Introducing more actors to the mix is positive, as it increases adoption and leverages more creativity. Yet, a clear agreement on the roles and responsibilities ensures effectiveness. All stakeholders should take part in the objectives and vision of the project with a solid understanding on the resources, skills and commitment needed. Success depends on reconciling ambitious goals with expectations by all parties. When partners enter a joint venture, they should agree on a conflict resolution process, which is why the public sector must decide how to share risks and returns with partners. The role of the public sector may involve undertaking site preparation work such as site assembly and remediation works, master planning, design coding, and initial investments in infrastructure and the public realm, while developers are more likely to commit to designing sustainably on sites with reduced risk.
Design Quality & Planning Control
Achieving a high-quality outcome will require the support and commitment of many people. This implies a strong understanding on what is required, when is it due and by whom it should be delivered, while ascertaining that the design quality of the scheme is protected and that the places created will reflect stakeholders’ aspirations.
Planning control processes must abide by a coherent and consistent approach of the project vision and goals while emphasising on the collaborative aspect of the work, which should be determined by a robust project governance. Sustainable neighbourhood projects that adopt a long-term quality control structure are usually those led by the public sector, and comprise a significant undertaking for transforming an area. The most practical approach is to create a statutory agency, such as an urban development corporation, with the task to deliver the programme. A project sponsor acting as the main promoter will have strong supervision over the design quality, which would provide opportunities to improve design by applying lessons learnt from previous stages.
Securing Planning & Technical Approval
Overseeing a project through its detailed steps to obtain planning and technical permission is critical in delivery. Each scheme needs the approval of many agencies, including local authority planning and management services, utility suppliers, building regulations and building codes. Securing these authorizations should enhance the original design concepts rather than compromising them. Consultation of all stakeholders at an early point – ideally at the design stage – facilitates further detailed technical agreements. That could also avoid potential conflicts at a later stage. The approach must be pursued throughout the approval procedure to ensure that the required changes don’t reduce the design qualityThe process should deliver the priority components of transport, streets and service infrastructure to improve the quality of life in the short and long term
Phasing
Neighbourhood development is a long and resource-consuming undertaking, which is why a staged approach is the key to long-term success. Phasing consists in planning according to factors such as the time frame, availability of funds, priority to the city, possible risks and required responsibilities of stakeholders. A scheduling strategy should accurately represent the city’s priorities, the considerations of resources at stake and the possible liabilities at each stage. An effective phasing approach must include risk management techniques that can avoid common pitfalls. There are 5 steps in the phasing methodology:
1. Define the activities: identify and list operations, specifically linked to achieving the plan desired outcomes.
2. Define the steps for each activity: determine the planning and design, implementation and monitoring for each activity.
3. Define thee time frame and resources for each phase: Identify the time, resource and budget needed.
4. Define scheduling and staging: priority is given to immediate imperatives (“Quick-Wins” projects). Plan the distribution of resources with the Critical Path Method or a similar method. Consider staging options early in the planning process; they should come after initial site surveys relating to land ownership, site conditions and constraints, and title review. A staging plan comprises three main components:
a) Construction sequence and infrastructure/utility delivery plan.
b) Delivery of facilities at appropriate thresholds.
c) Development parcel release structure to speed early delivery of amenities. Planned release of later sites will benefit from locational value created.
5. Identify stakeholders who will manage each activity: Define roles and responsibilities, including planning, execution and post-implementation.