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WCEL
> Issues > Urban Growth and
Development > Smart Bylaws Guide > Part
8 > Integrated Project Management
Smart Bylaws Guide – Part 8 – Integrated Project Management
Many smart growth projects involve new standards and approaches
to development. They are also more complex than traditional
greenfield subdivisions or office parks. As such, sensitive
infill and mixed-use developments can require more municipal staff
time and developer resources. This increased complexity is
amplified by municipal approaches to development approvals where an
application makes the rounds to different departments without the
benefit of discussions between staff from different disciplines, nor
with the developer’s professional team, to iron out problems that
arise. The result is often lengthy approval processes for
innovative developments, and the rejection of certain aspects of the
project that are integral to achieving overall project goals.
Some local governments are addressing these problems by taking an
integrated project management approach to more complex developments
so that approvals can be worked out collaboratively. The municipal
team meets with the developer’s team on a regular basis to solve
problems and move the project forward on a schedule. The use
of comprehensive
development zoning particularly facilitates a more integrated
management approach because the zone itself incorporates many of the
design features – before the zoning is approved, the details are
worked out.
The keys to
successfully using the process include:
- early introduction of all team members to the process and having
them responsible for establishing timelines and goals at a
project’s concept stage;
- ensuring teams are multi-disciplinary and include a facilitator
or overall manager;
- having team members share knowledge and test ideas together,
thereby developing greater respect and understanding for each
other’s perspectives; and
- having teams review all aspects of the project in a methodical
manner and jointly problem solve.
Integrated
project management teams are able to deal with complex issues more
quickly than traditional departmental referral processes. The
combined involvement of developer, architects, engineers, planners,
and other municipal staff give the process the depth of expertise
needed to address problems when they arise and in a creative manner.
Working
as a project management team also means that permitting processes
can be integrated and dealt with at the same time as project design
decisions are made. The staff representative from
transportation can sign off on decisions affecting roads, traffic
and parking at the same time as engineering signs off on stormwater
management design. This is an important approach because
changes to the design of streets impact on stormwater design.
The presence of all parties at the table to discuss changes and
problems that arise from the changes ensures that approvals are not
significantly held up.
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Victoria staff met
bi-weekly with the developer’s team to address project issues for
the 10-hectare Selkirk
Waterfront project. The City approved the rezoning (to a
comprehensive development zone), subdivision, and approval of the
Urban Design Guidelines in just nine months.
Concord, North Carolina allows for a facilitated process and two
alternative review processes for traditional neighbourhood
developments (Article 4.10).
Unified
Development Ordinance.
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Eco-industrial networking is a related idea - working together to
find synergies and efficiencies between organizations and
businesses. See a report
and summary
prepared for the City of Richmond that identifies policy framework
options to support eco-industrial opportunities and development in
that municipality.
Finally, the design of most high
performance (green) buildings requires an integrated design
approach. See West Coast's publication, The
Green Buildings Guide [PDF 990 Kb] for a discussion of
the benefits of integrated project management for high performance
building projects.
For More Information
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