Winnipeg Real Estate Forum
April 29th, 2014
City of Winnipeg
Development as a Collaborative Process
David Palubeski, FCIP
Lombard North Group Ltd
Overview
• 2013 Winnipeg introduces a collaborative
planning process
• Waterford Green Precinct Plan
• Experience to Date & Lessons Learned
• Q&A and Discussion
Complete Communities
Shared Perspectives on Collaborative
Planning?
• Why expect different results from same
process?
• Why not ‘dance’ with the willing partner’?
• Advocate projects that meet a shared vision
• Enable & facilitate innovative community
design
• Encourage new concepts and approaches
• Brings higher levels of certainty, lower levels
of risk
Traditional Advocacy Process
Submittal
Review &
Revision
Project
Development
Decision
Making
Process
Limited
Opportunities for
Collaboration
The Collaborative Process
Project
Development
Review & Revision
Process
Decision Making
Process
Dialogue & Collaboration Throughout
What’s the difference?
Collaborative
Process:
Traditional
Advocacy
Process:
Decision Makers
Planner
Developer
Departments
Decision
Makers
Developer Team
Core
Project
Team
Planning
Technical
Advisory
Committee
Technical
Advisory
Committee
TAC & PEAC
Technical Advisory Committee
•
Planning, Property, and Development
–
–
–
–
–
•
•
Transit
Public Works
–
–
–
–
•
•
Transportation
Active Transportation
City Forrester
City Naturalist
Water & Waste
Fire & Paramedic Service
–
–
•
•
Transportation Planner
Universal Accessible Design Coordinator
Parks Planner
Economic Development
BIZ Officer
Fire & Building Code
Service & Station Planning
Police Services
Externals
–
–
–
Manitoba Hydro – Distribution Services
School Division
Public School Finance Board
Planning Executive Advisory
Committee
• Chief Operating Officer
• Directors
– Planning, Property, and
Development
– Public Works
– Water & Waste
– Transit
– Community Services
• Chief Planner
Advocacy vs Collaboration
Traditional Review Process
Reactive
Inherent conflict
Planner as Regulator
Rigidity – options closed
Project largely determined
Process may be fragmented
Limited Opportunities for tools &
programs
Uncertain alignment
Unknown Risk & Certainty
Collaborative Planning Process
Proactive
Collaborative
Planner as Enabler
Fluid – options open
Flexibility thru teamwork
Holistic integrated process
Identification & capitalization of
tools & programs
Advancing plan & policies
Lower Risk & Higher Certainty
Conclusion
Waterford Green Neighbourhood
Lessons Learned
Waterford Green Experience
• Collaboration is welcome
• Developer - Collaborative planning worked by:
–
–
–
–
–
–
Engaging administration and public early and on-going
Helped communicate issues, options and solutions
Reduced risk and increased certainty for all
Refined plan to be more integrated & anticipatory
Helped resolve complex or critical issues
Opened new opportunities, tools, and funding sources
• Winnipeg – Collaboration sends Message City is:
–
–
–
–
Open for business & innovation
Work with you to make it happen
City Administration enablers versus regulators
Demonstrates the ‘value added’ by planning together
Why Winnipeg Needs to do this!
• “Walk the talk” by moving from Policy to
Implementation
• Change focus to Enabling versus Regulatory
• Change approach from Passive / Reactive to
Proactive
• Bring the right players to the table
• Build capacity to resolve constraints
• Public Engagement early
• Share responsibility for finding solutions
Thank You!
David Palubeski, FCIP
President Lombard North Group Ltd
287 Tache Ave, Winnipeg, Manitoba, R2H 2A1
E-mail: [email protected]