The Local Development Scheme of South America - Case Study Example

 Table of Contents Table of Contents 1 INTRODUCTION—THE LOCAL DEVELOPMENT SCHEME (LDS) 1 Purpose and content of the local development scheme 2 Summary of the local development scheme 2 PROJECT MANAGEMENT 3 Phasing 3 The Professional Team 4 The Stakeholders 5 Cost Management 5 Cost Estimating 6 Local Teams 8 The relationship between the project and the city of Guayaquil 9 Monitoring and Controlling the Project 9 Contractual Arrangements 10 Appointments 10 Professional Construction Managers 10 Operation and Maintenance Managers 10 Facilities Management 10 Financial Planning Consultants 10 Architectural and Engineering Firms 10 Design/Construction Firms 10 Risk Management 10 Appendix 1—LSD Documents 13 Statement of Community Involvement (SCI) 15 Core Strategy 17 Development Control Policies (DCP) 18 Site Specific Allocations 20 Proposal Map 22 Central Area Action Plan 24 Commercial Center and Advertisements Design Guidelines 26 Open Area Character Appraisal 27 Public Walkway Design Guidelines 28 Appendix 2—Project Development Framework 29 Appendix 3—Document Development Plan & Coincidental Project Management Plan 31 Hendrickson, C 2003, Project Management for Construction: Fundamental Concepts for Owners, Engineers, Architects and Builders, viewed 20 February 2007, 34 INTRODUCTION—THE LOCAL DEVELOPMENT SCHEME (LDS) Much like in any other municipality, there are regulatory agencies within Ecuador. These agencies control building, zoning and other commercial requirements. In areas such as Guayaquil, Ecuador where funding is limited, it is prudent that the local community take an active role in any urban regeneration project undertaken within the region. In an attempt to facilitate this involvement, it is prudent that a Local Development Scheme (LDS) be utilized as a means of establishing a point of reference for local communities and stakeholders. The LDS sets out all the documents that are needed by the city of Guavaquil as part of the planning policy framework. It also sets out a timetable for the preparation and review of these documents and covers a rolling 3-year period. The LDF is made up of the following Local Development Documents (LDDs) Development Plan Documents (DPDs) which delineates the governmental policies relating to the use and development of land within Guayaquil Statement of Community Involvement (SCI) which delineates the standards the project management team intends to adapt in an attempt to involve the community in the preparation of the LDDs and the planning application process in Guayaquil Supplementary Planning Documents (SPDs) which provide additional guidance to elaborate on policies delineated in a DPD. In producing the LDS the project management team has taken into consideration the fact that the Imagen Objetivo has been completed and a draft scheme has been received from the key stakeholders (Planning Portal 2005). Purpose and content of the local development scheme The Local Development Scheme delineates the following: The Pertinent Development Plan Documents (DPDs) and Supplementary Planning Documents (SPDs) which will be prepared over the course of four years. These plan documents coincide with the phases of development A timetable for the preparation of all LDDs including the statement of community involvement and the project development which is coincidental with the phases of development. Some of the planning policy documents that the will be produced will be development plan documents and others, such as supplementary planning documents, will not. The project management team recognizes the fact that any recommendations in the Planning Inspectors report are binding. As a general rule, supplementary planning documents are not subject to a public examination but will still be the subject of public consultation before they are adopted by the Council. Summary of the local development scheme The project management team has carefully considered the documents that will be included as a part of its Local Development Framework (LDF). These will include the following: Development Plan Documents (DPDs) which will delineate planning policy within the city of Guayaquil. Supplementary Planning Documents (SPDs) which provide additional guidance on any given DPD. A Statement of Community Involvement (SCI) which delineates how the community will be consulted and engaged during the production of LDDs and their involvement in the planning application process Refer to Appendix 1 for the complete LDS documents. PROJECT MANAGEMENT Phasing For the purposes of operating within a clear time constraint, the project live cycle was designed to be coincidental with the LDS. As such, the project phasing begins with a strong focus on the development of the Commercial Centre first and foremost and subsequently the development of the New Plaza Civica, the food court, the public walkway, the refurbishment of the old fish market, the cultural centre and finally the development of the New National Art Gallery and Museum. The rationale behind beginning with the development of the Commercial Center relates to the fact that we are operating within strict budgetary constraints. We are given a budget of $1 million in order to complete the project. As such, it is prudent that our project development include an economic component wherein we can develop a source of income for the funding of the other projects. In phasing the Commercial Center development first and foremost, we are generating a renewable source of income which will be utilized to fund the subsequent development. The development of the New Plaza Civica represents an additional income scheme. It serves to effectively and efficiently exploit the potential earning inherent in the procurement of government contracts. This proves to be a vital source of funds and will serve to revive the city (Refer to Appendix 2 for the complete phasing plan). The Professional Team The Stakeholders Cost Management Cost containment proves to be an integral part of this project. This is most evident in the fact that we are working with a budget of only $1 million and the scope of this project far exceeds the available funding. It is prudent that we develop a clear and concise strategy for capital generation. This begins with a clear and concise method for cost determination and control. This can be done through the practical application of Cost/Schedule Control System techniques which prove to be very effective in cases such as ours. In an attempt to manage the costs of the project, it is imperative that we take a very aggressive approach in estimating costs, budgeting, utilizing a cost and schedule control system and finally partake in an ongoing cost analysis. These steps include cost management in four general areas. These areas include cost estimating, budgeting, utilizing a control system and cost analysis and include the elements of moderate investment and separate budgeting for the component projects. Cost Estimating Preparing written cost estimates Documenting data sources and estimate assumptions Validating estimates utilizing historical data. Budgeting Allocating budgets by groups within the project Establishing project level spending plan Tracking and reporting the actual expenditure Cost Control System Maintaining traceable planning baselines to facilitate cost tracking Collecting earned value and actual spending data to calculate variances and indexes at work breakdown structure level 1 Cost Analysis Preparing written cost estimates using available data as well as judgment Applying ball-park estimates to project changes and decision points Identifying the underlying determinants of cost (Hendrickson 2003) Local Teams The establishment and training of local teams prove to be crucial to this project as it would be managed remotely through the utility of video conferencing and by a monthly site visit. In establishing the team, it is prudent that the project management team seek the assistance of the mayor in recruiting volunteers. Volunteers will prove to be extremely beneficial in impacting a cost savings which can be utilized at funding for the other projects. Volunteers can be obtained on many levels. Their level of expertise can range from professionals to individuals in need of micromanagement. Team members should be hired only in cases where volunteers are unable to complete the tasks. Despite the desire to have a predominantly volunteer labor force, it is prudent that the members be trained to effectively carry out their duties. The first step in the training process is the development of a project development process manual. This will serve as the basis for the training and will provide the team members with the necessary information with regards to the course of the project development. Essentially it will serve as a means of ensuring that all the team members are aware of the intimate details of the project and are able to effectively complete their tasks. Additionally, there will be monthly training sessions with the team members. This is intended to make the team members aware of the up and coming project phases as well as the tools necessary to implement the next phases. This would break the project down into monthly increments and it will ensure the project adheres to the predetermined timeline. In addition to the monthly training, remote training can be done through video conferencing. The relationship between the project and the city of Guayaquil The city of Guyaquil is the commercial center of Ecuador. As such, its potential to generate capital for Ecuador is great, however, this ability has been impaired as a direct result of the removal of a port. In an attempt to return individual businesses, governmental agencies, commerce and tourism to this area, it is vital to engage in an urban regeneration project. The creation of a commercial center, a cultural center, a city arena, a national art gallery and the development of open space is vital. Monitoring and Controlling the Project In monitoring and controlling the project it is vital that we develop a clear and concise strategy for ensuring that the project remains on track. In so doing, it is imperative that we develop a multiphase process for monitoring the progress of the project. In so doing there is a need to: Monitor the project against the plan Manage corrective action at each milestone throughout the entire development lifecycle Be very specific in setting targets and be malicious in ensuring the targets have been met Institutionalize a Managed Process Institutionalize a Defined Process Contractual Arrangements In completing this project, three main contractual arrangements are necessary. These contractual arrangements include the establishment of contracts between general and specialty contractors as well as material and equipment suppliers. General contractors are needed to coordinate all tasks in the construction project. It is best to employ general contractors who are extremely knowledgeable with regards to labor force employment within the construction sector. Specialty contractors include mechanical, electrical, foundation, excavation, and demolition contractors among others. They usually serve as subcontractors to the general contractor of a project. Appointments In order to ensure this project is completed in a professional manner in the absence of an onsite project manager, it is vital to employ some key personnel. These individuals include: Professional Construction Managers Operation and Maintenance Managers Facilities Management Financial Planning Consultants Architectural and Engineering Firms Design/Construction Firms Risk Management One of the most vital areas of project management is that of risk management. Risk management process entails the identification of risks, assessment/quantification, reduction initiatives, implementation of risk management strategies and close monitoring. Construction projects, however, embody a great deal of uncertainty and as a direct result are plagued by risks in identifying the risks associated with this urban regeneration project, the risks can be classified in several ways. One of the most comprehensive ways of classifying this risk inherent in construction projects is one which entails a clear and concise separation of factors into three overall classes—socioeconomic factors, organizational relationships and technical problems. It can be classified as follows: 1. Socioeconomic factors Environmental protection Public safety regulation Economic instability Exchange rate fluctuation 2. Organizational relationships Contractual relations Attitudes of participants Communication 3. Technological problems Design assumptions Site conditions Construction procedures Construction occupational safety (Klemetti 2006). The project lifecycle is definitely an interesting one. It begins with what one can say is an ill conceived idea and through diligent planning and a series of proactive measure it evolves into a complete developmental plan. In conceptualizing this development project on can say that it seemed to be without reproach. In planning one often sees the budgetary constraints as a negative but upon closer scrutiny, it proves to be a challenge that can be overcome with strategic planning and creativity. In doing any worthwhile project, one has to keep the various levels of constraints in mind. The most important of which is that of risk management. Risk management can make or break a project. It is definitely advantageous to utilize risk management in a proactive manner. A good risk management strategy is one that entails an inherent system of checks and balances. Without this a project will fail as failure to plan for the worst case scenario is a direct plan to fail. Appendix 1—LSD Documents Statement of Community Involvement (SCI) Document Detail Role and Purpose Statement of policy on consultation and involvement of the community in the process of the preparation of Local Development Documents and the determination of planning applications Status Local Development Document Relationship to other development plan documents n/a Coverage City of Guayaquil Production Timetable Commencement/Preproduction To January 2007 Preparation of Draft SCI in Consultation February 2007 – April 2007 Public Participation on Draft SCI May 2007 – Mid June 2007 Consideration of Representations/Preparation of Submission SCI June 2007—August 2007 Submission to Mayor September 2007 Consideration of Representations October 2007—November 2007 Pre-Examination Meeting November 2007 Independent Examination January 2008 Receipt of Inspector’s Report February 2008 Adoption and Publication March 2008 Project Arrangements Project Manager Management Arrangements Key Stakeholders Forum/Cabinet Resources Local Planning Group Supported by Development Control Team as well as Community Development Section Approach to Consultation Scoping Exercises & two Statutory Consultation Periods Post-Production Monitoring Mechanism Annual Monitoring Report Review Timetable Within three years of adoption Core Strategy Document Detail Role and Purpose To set out the spatial planning strategy for the management of development within the city of Guayaquil and the primary policies for delivering that strategy over the next four years Status Development Plan Document Relationship to other development plan documents Conformity with national planning policy of Guayaquil Coverage City of Guayaquil Production Timetable Commencement/Preproduction To February 2007 Preparation of Issues and Alternative Options/Initial Sustainability Report in Consultation March 2007 – September 2007 Public Participation on Preferred Option Report/Sustainability Appraisal Report October 2007—Mid November 2007 Consideration of Representations/Preparation of Submission DPD/Sustainability Appraisal Report December 2008—May 2008 Submission to Mayor/Public Consultation on Submitted PDP June 2008—Mid July 2008 Pre-Examination Consideration of Representations July 2008—September 2008 Pre-Examination Meeting November 2008 Independent Examination January 2009 Receipt of Inspector’s Report May 2009 Adoption and Publication August 2009 Project Arrangements Project Manager Management Arrangements Key Stakeholders Forum/Cabinet Resources Local Planning Group Supported by Development Control Team Approach to Consultation To Be Arranged through SCI, Including Two Statutory Six Week Consultation Periods Post-Production Monitoring Mechanism Annual Monitoring Report Review Timetable Within three years of adoption Development Control Policies (DCP) Document Detail Role and Purpose To set out a portfolio of general policies that guide and control the urban regeneration project Status Development Plan Document Relationship to other development plan documents Conformity with national planning policy of Guayaquil Coverage City of Guayaquil Production Timetable Commencement/Preproduction February 2007—November 2007 Preparation of Issues and Alternative Options/Initial Sustainability Report December 2007—May 2008 Public Participation on Preferred Option Report/Sustainability Appraisal Report July 2008—Mid August 2008 Consideration of Representations/Preparation of Submission DPD/Sustainability Appraisal Report August 2008—January 2009 Submission to Mayor/Public Consultation on Submitted PDP February 2009—Mid March 2009 Pre-Examination Consideration of Representations March 2009—May 2009 Pre-Examination Meeting June 2009 Independent Examination August 2009 Receipt of Inspector’s Report January 2010 Adoption and Publication April 2010 Project Arrangements Project Manager Management Arrangements Key Stakeholders Forum/Cabinet Resources Local Planning Group Supported by Development Control Team Approach to Consultation To Be Arranged through SCI, Including Two Statutory Six Week Consultation Periods Post-Production Monitoring Mechanism Annual Monitoring Report Review Timetable Within three years of adoption Site Specific Allocations Document Detail Role and Purpose To identify specific areas of land to meet the priority for open area development (for the parks, play areas and new botanic gardens Status Development Plan Document Relationship to other development plan documents Conformity with national planning policy of Guayaquil Coverage City of Guayaquil Production Timetable Commencement/Preproduction February 2007—November 2007 Preparation of Issues and Alternative Options/Initial Sustainability Report in Consultation December 2007—May 2008 Public Participation on Preferred Option Report/Sustainability Appraisal Report July 2008—Mid August 2008 Consideration of Representations/Preparation of Submission DPD/Sustainability Appraisal Report August 2008—January 2009 Submission to Mayor/Public Consultation on Submitted PDP February 2009—Mid March2009 Pre-Examination Consideration of Representations March 2009—May 2009 Pre-Examination Meeting June 2009 Independent Examination August 2009 Receipt of Inspector’s Report January 2010 Adoption and Publication April 2010 Project Arrangements Project Manager Management Arrangements Key Stakeholders Forum/Cabinet Resources Local Planning Group Supported by Development Control Team Approach to Consultation To Be Arranged through SCI, Including Two Statutory Six Week Consultation Periods Post-Production Monitoring Mechanism Annual Monitoring Report Review Timetable Within three years of adoption Proposal Map Document Detail Role and Purpose To illustrate on an Ordinance Survey Base Map the policies and procedures contained in the LDF Status Development Plan Document Relationship to other development plan documents Conformity with national planning policy of Guayaquil Coverage City of Guayaquil Production Timetable Commencement/Preproduction Preparation of Issues and Alternative Options/Initial Sustainability Report in Consultation Public Participation on Preferred Option Report/Sustainability Appraisal Report Consideration of Representations/Preparation of Submission DPD/Sustainability Appraisal Report Timetable as started in Core Strategy, Development Control Policies and Site Specific Allocations DPD’s Submission to Mayor/Public Consultation on Submitted PDP Pre-Examination Consideration of Representations Pre-Examination Meeting Independent Examination Receipt of Inspector’s Report Adoption and Publication Project Arrangements Project Manager Management Arrangements Key Stakeholders Forum/Cabinet Resources Local Planning Group Supported by Development Control Team Approach to Consultation To Be Arranged through SCI, Including Two Statutory Six Week Consultation Periods Post-Production Monitoring Mechanism Annual Monitoring Report Review Timetable Within three years of adoption Central Area Action Plan Document Detail Role and Purpose To set out a vision and spatial policies for the positive management of changes in the central area of Guayaquil Status Development Plan Document Relationship to other development plan documents Conformity with national planning policy of Guayaquil Coverage City of Guayaquil Production Timetable Commencement/Preproduction December 2007—July 2008 Preparation of Issues and Alternative Options/Initial Sustainability Report in Consultation August 2008—January 2009 Public Participation on Preferred Option Report/Sustainability Appraisal Report February 2009—Mid March 2009 Consideration of Representations/Preparation of Submission DPD/Sustainability Appraisal Report March 2009—September 2009 Submission to Mayor/Public Consultation on Submitted PDP October 2009—Mid November 2009 Pre-Examination Consideration of Representations November 2009—January 2010 Pre-Examination Meeting February 2010 Independent Examination April 2010 Receipt of Inspector’s Report August 2010 Adoption and Publication November 2010 Project Arrangements Project Manager Management Arrangements Key Stakeholders Forum/Cabinet Resources Local Planning Group Supported by Development Control Team Approach to Consultation To Be Arranged through SCI, Including Two Statutory Six Week Consultation Periods Post-Production Monitoring Mechanism Annual Monitoring Report Review Timetable Within three years of adoption Commercial Center and Advertisements Design Guidelines Document Detail Role and Purpose To provide detailed guidance on commercial center design, including security measures and advertisements Status Development Plan Document Relationship to other development plan documents Conformity with national planning policy of Guayaquil as well as core strategy and Development Control Policies (DPDs) Coverage City of Guayaquil Production Timetable Evidence Gathering/Preparation of Draft SPD/Sustainability Appraisal Report March 2007—September 2007 Public Participation on Draft SPD/Sustainability Appraisal Report October 2007—Mid November 2007 Consideration of Representations and finalize SPD November 2007—February 2008 Adaptation and Publication March 2008 Project Arrangements Project Manager Management Arrangements Key Stakeholders Forum/Cabinet Resources Local Planning Group Supported by Development Control Team Approach to Consultation To Be Arranged through SCI, Including Two Statutory Six Week Consultation Periods Post-Production Monitoring Mechanism Annual Monitoring Report Review Timetable Within three years of adoption Open Area Character Appraisal Document Detail Role and Purpose To provide detailed guidance for development proposals affecting The Open Space (parks, play areas and botanic gardens) Status Development Plan Document Relationship to other development plan documents Conformity with national planning policy of Guayaquil as well as core strategy and Development Control Policies (DPDs) Coverage City of Guayaquil Production Timetable Evidence Gathering/Preparation of Draft SPD/Sustainability Appraisal Report January 2007—July 2007 Public Participation on Draft SPD/Sustainability Appraisal Report August 2007—Mid September 2007 Consideration of Representations and finalize SPD September 2007—November 2007 Adaptation and Publication December 2008 Project Arrangements Project Manager Management Arrangements Key Stakeholders Forum/Cabinet Resources Local Planning Group Supported by Development Control Team Approach to Consultation To Be Arranged through SCI, Including Two Statutory Six Week Consultation Periods Post-Production Monitoring Mechanism Annual Monitoring Report Review Timetable Within three years of adoption Public Walkway Design Guidelines Document Detail Role and Purpose To promote an urban design-led and master planning approach to major central urban area redevelopment project Status Supplemental Planning Document Relationship to other development plan documents Conformity with national planning policy of Guayaquil as well as core strategy and Development Control Policies (DPDs) Coverage City of Guayaquil Production Timetable Evidence Gathering/Preparation of Draft SPD/Sustainability Appraisal Report June 2007—January 2008 Public Participation on Draft SPD/Sustainability Appraisal Report March 2008—Mid March 2008 Consideration of Representations and finalize SPD March 2008—June 2008 Adaptation and Publication July 2008 Project Arrangements Project Manager Management Arrangements Key Stakeholders Forum/Cabinet Resources Local Planning Group Supported by Development Control Team Approach to Consultation To Be Arranged through SCI, Including a Six Week Consultation Periods Post-Production Monitoring Mechanism Annual Monitoring Report Review Timetable Within three years of adoption Appendix 2—Project Development Framework Appendix 3—Document Development Plan & Coincidental Project Management Plan Urban Regeneration Project South America Document Development Plan & Coincidental Project Management Plan 2007 2008 2009 2010   F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D Local Development Scheme S A                                                                                           Statement of Community Involvement       P       S   M   E R A                                                                   Annual Mentoring Report                     S                       S                       S                       S Development Plan Documents                                                                                               Core Strategy                   P               S       M   E         R     A                               Development Control Policies                                     P             S       M   E         R   A                 Site Specific Allocations                                     P             S       M   E         R   A                 Central Area Action Plan                                     P             S       M   E         R   A                 Supplementary Planning Documents                                                                                               Commercial Center and Advertisement Design Guidelines               P       A                                                                       Food Court Design Guidelines                 P           A                                                                 New Plaza Civica Design Guidelines               P       A                                                                       Cultural Center Design Guidelines                 P           A                                                                 National Art Gallery and Museum Design Guidelines                                                                               P           A   Open Area Character Appraisal                       P           A                                                           Key                   Pre Production   Production   Examination National Art Gallery and Museum Design Guidelines   P Public Participation on Preferred Options S Submission to the Mayor M Pre-Examination Meeting E Examination R Receipt of Inspection Reprot A Adoptation NB: Illustrative material will accompany the above DPDs at various stages of plan preparation Adopted Proposals Map will be kept up to date with the adoption of each relevant DPD policy. Bibliography Hendrickson, C 2003, Project Management for Construction: Fundamental Concepts for Owners, Engineers, Architects and Builders, viewed 20 February 2007, Klemetti, A 2006, Risk Management in Construction Project Networks, Viewed 20 February 2007, Planning Portal 2005, Planning portal LDF Guide, viewed 20 February 2007, Read More