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THE COMPANY
cmai consists
of two companies
cmai
blue
cmai
green
property
development
planning
design
coordination
urban
design
architecture
landscape
architecture
interior
design
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3 _
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Crossways
farm village
Location:
Eastern Cape
Size:
Approx. 560 ha
Units:
733
An agri-village
including 140 ha
of working
agricultural land
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Boplaas
Location:
Eastern Cape
Size:
Approx. 262 ha
Units:
2500
A high density
mixed use
development
neighbouring the
regional mall
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Kurland
Location:
Western Province
Size:
Approx. 852 ha
Units:
1166
An existing well
known polo estate
including Kurland
village and a
working macadamia
orchard with
equestrian
facilities
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Flamink Vlei
Location:
Western Cape
Size:
Approx. 360 ha
Units:
1180
A unique mixed
use Marina
development in
Velddrift, including
canal side living,
stilt housing, a
luxury stilt lodge
and
aquaculture.
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STEP ONE:
Problem
statement
STEP TWO:
Problem
definition
STEP THREE:
Search for
solutions
STEP FOUR:
Documentation
STEP FIVE:
Implementation
STEP SIX:
Post implemen-
tation/evaluation
EVOLUTIONARY PLANNING AND
DESIGN PROCESS
PROBLEM
STATEMENT:
• BRIEF
• REQUIREMENTS
PROBLEM DEFINITION:
• DATA COLLECTION
• DATA ANALYSIS
• DIAGNOSES
• INSTRUCTIONS
SEARCH FOR SOLUTIONS /
ALTERNATIVE PROPOSALS:
• SCHEMES
• DESIGN / PLANS
• COST ESTIMATES
CRITIQUE AND
EVALUATION
PROCESS
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COLLABORATIVE PARTNERSHIPSMANAGING PLANNING AND DESIGN TEAMS IN LARGE SCALE PROJECTS
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• It is built on an expanded collective knowledge base of the team which improves the chances for effective discovery and resolution,
• Project teams are formed in response to the particular demands of a project with representation from a diverse array of disciplines to build the broad base of expertise required to resolve development problems holistically..
• It has the potential for advancing knowledge beyond that held by the individual team members or disciplines due to their interactions and knowledge exchange,
• The most effective way to apply knowledge from a broad range of disciplines is to have those possessing that knowledge involved directly in the decision making.
THE NECESSITY OF COLLABORATIVE PARTNERSHIPS
THE NECESSITY OF COLLABORATIVE PARTNERSHIPSToday, expertise in many different areas is essential. A collaborative partnership is therefore one of the most powerful approaches to resolving today’s development problems, with several important advantages:
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DEVELOPING TEAM STRUCTURE
DEVELOPING TEAM STRUCTUREDeveloping and maintaining team structure and management is a constant problem for collaborative teams. For this reason, our core team is initially selected and carefully expanded as required. A typical team will include:
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• Project Planning and Design Coordinator• Project Architect/Urban Designer/landscape architect• Project Administrator• Quantity Surveyor/cost engineer, financial project manager• Independent Environmental Management consultant• Engineers - structural, civil, electrical, marine, hydrological and
geotechnical, traffic, or as required for a specific project• Town Planners and land surveyors• Community Participation Consultants• Socio Economists• Relevant specialists – bio-diversity, plants, soils, birds & wildlife• Lawyers• Marketing consultants• Realtors!
• Extensive discussions with the client have been held, including a comprehensive site visit and preliminary investigation.
• Terms of reference are then negotiated, including equity and development of the site, as well as an agreement on the overall fee Once agreement has been reached, the team is then appointed and briefed on the project, desired outcomes and expectations.
• Specialist consultants need to early on “sign off” the information they supply.
• Once this base information is available, the team begins to formulate preliminary development concepts as a way of integrating their contributions.
• It is imperative through this process that the core team members have a thorough understanding of the vision that drives the project.
PREREQUISITES TO COLLABORATION
PREREQUISITES TO COLLABORATIONA major challenge for interdisciplinary teams is the need to reconcile and integrate individual team members' strongly held opinions, as well as the views of clients, users and regulatory agencies. In our case, the team is not formed until:
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TEAM INTERACTIONThe success of collaborative partnerships is reliant on the extent to which team members are able to learn from one another. By working collaboratively, successful teams develop an ability to think collectively based on dialogue and interaction. This collaborative approach must be based on:
• Bringing about fundamental change initiatives
• Emphasizing leadership from all levels.
TEAM INTERACTION 14 _
The extent of learning that takes place within a team environment depends largely on:
1. The attitude of the individual members, 2. The value systems they are operating from and3. The budget that is available.
Of these three, it has been my experience that shared values is the most important element in successful collaboration.
• Effective team leadership is usually subtle, but at the same time it cannot be weak (sometimes it has to be brutal!)
• It is not the function of the team leader to establish the vision. Successful leaders are those who can bring out the best contributions of individual members and, as a consequence, the team collectively.
• Effective leaders need to represent the project, rather than a particular discipline.
• The effective leader facilitates team interaction by protecting members from embarrassment and power struggles.
• An ability to organize a number of highly talented people, who are most often accustomed to organizing themselves or others.
In a budget driven project, the team leadership has the sole responsibility for coming up with a design response within the budget and established time limits.
TEAM LEADERSHIP
TEAM LEADERSHIP
Successful team leaders often have very specific qualities:
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• It is up to the team leader to make team members feel at ease and relaxed so that they can contribute the maximum; set procedure structures, detailed minutes, follow-up and recognition of contributions are very important.
• It is also important that during public meetings, each discipline exhibit their own work and demonstrate how this has contributed to the end product. This is necessary to allow each consultant to defend their own decisions, and to understand how their input was used by other disciplines.
TEAM ENVIRONMENT
TEAM ENVIRONMENTA positive team environment should free members from the constraints of prior experience and enable them to excel as individuals, holds the greatest potential for creating the best individuals for the team, and a team that can
make the most of the opportunities confronting it.
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SHARED VISION
SHARED VISIONWhen the team has a common understanding of the complete problem – as defined by the team as a whole – the members become more integrated in their thinking, resulting in a more synergistic and creative process of collaborative interaction.
For the collaboration to be seen as worthwhile, the predefined team and project goals must embrace the individual values of all its members.
Although project purpose is the critical factor in group formation, the members are only likely to commit themselves to full participation if they see a personal benefit and that of their firm in doing so.
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• They employ their discipline to define the project and address the problem rather than engaging the project to advance the status of their discipline.
• The first task of the collaborative process is to define the problem comprehensively. Because the knowledge that drives design decisions originates from many sources, interactive learning represents one of the most important ways of establishing the broad base of understanding required for effective project resolution.
• To be genuinely creative, participants on an interdisciplinary team must be willing to relinquish control of the design process and of the design concept, to trust the collective vision.
• The creative ideas of others may not be expressed in a form that we consider professionally acceptable according to the prevailing standards of our individual disciplines.
INTERDISCIPLINARY PROCESS
INTERDISCIPLINARY PROCESSWhen part of an interdisciplinary team, design professionals in cooperation with the other consultant members serve as part of a holistic team that collectively serves the project:
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CHARACTERISTICS OF SUCCESSFUL TEAMS 19 _
CHARACTERISTICS OF SUCCESSFUL TEAMSSuccessful teams must:
• Be competent to represent their area of expertise
• Have confidence in the value of their contributions
• Be able to engage in what is often heated discussion without being offended or threatened by challenges from others.
• Be able to put criticism of their ideas to constructive advantage without damage to their egos.
• Be free to express themselves openly in order to say what is needed to improve team understanding and performance. This is done most effectively when conflicts are framed as a conflict of ideas rather than a conflict of personalities.
• Feel an obligation to provide the greatest support possible to the team, as well as the right to depend on the same level of support in return.
• Have similar levels of expertise but different knowledge and problem-solving skills.
CHARACTERISTICS OF SUCCESSFUL TEAM MEMBERS
CHARACTERISTICS OF SUCCESSFUL TEAM MEMBERS
Of the characteristics of successful teams, it has been our experience that the value system expressed by the team leaders, and expected from the team members, is of overriding importance. This is probably the most important consideration in assembling a team.
Because the interdisciplinary process is so unlike single discipline or multidiscipline approaches, team members may have to follow a few rules. These rules of engagement enable relative strangers to interact without undue disruption and improve the chance of reaching a successful conclusion.
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• A team player• See everyone as equal • Actively share knowledge• Listen• Learn aggressively• Remain flexible• Have no hidden agendas• Share the ownership of ideas• Actively seek critique • Keep ideas impersonal • Communication must be kept effective • Communication must be positive • Stay focused• Keep to a tight schedule• Share of the load
CHARACTERISTICS OF SUCCESSFUL TEAM MEMBERS 21 _
CHARACTERISTICS OF SUCCESSFUL TEAM MEMBERSThe best team members share a number of characteristics:
THESEN ISLANDSA CASE STUDY
22 _
THESEN ISLAND 1933 23 _
THESEN ISLAND 1990 24 _
THESEN CONCEPT DEVELOPMENT 25 _
The planning
process &
approvals
(permitting) started
in 1990 and lasted
until Dec. 1998
The project was
launched Jan. 1999
Thesen Islands was
constructed from
early 2000 until
2007
THESEN MASTER PLAN
26 _
MARCH 2001 27 _
OCTOBER 2001 28 _
MARCH 2003 29 _
NOVEMBER 2003 30 _
SEPTEMBER 2005 31 _
MARCH 2010 32 _32 _
THESEN ISLAND 2007 33 _
BASELINE STUDY: THE SITUATION 34 _
Water flow
through
canals
Causeway
bridge
HYDROLOGY 35 _
COLLABORATORS
•pdc
•marine
biologist
•marine
engineer
•structural eng.
•civil eng.
•hydrological
eng.
•landscape
architect
•urban designer
•contractor
HYDROLOGY 36 _
HYDROLOGICAL WATER MODELS 37 _
CAUSEWAY BRIDGE: CONSTRUCTION 38 _
CAUSEWAY BRIDGE 39 _
RE-ESTABLISHMENT OF LAGOON FLOW 40 _
dewatering
excavating
building of
canal edges
retention
ponds
opening of
main canal to
lagoon
CANAL CONSTRUCTION 41 _
COLLABORATORS
•pdc
•marine
biologist
•marine
engineer
•marine
botanist
•structural eng.
•civil eng.
•hydrological
eng.
•landscape
architect
•urban designer
•contractor
CANAL CONSTRUCTION 42 _
CANAL EDGES 43 _
CANAL EDGES 44 _
CANAL EDGES 45 _
CANAL EDGES 46 _
BUILDING PROCESS 47 _
BUILDING PROCESS 48 _
BUILDING PROCESS 49 _
RETENTION PONDS 50 _
CANAL OPENING
silt screensreno mat
construc-
tion
access
temporary
dyke
51 _
reno mat
silt screens
CANAL OPENING 52 _
incoming
tide
CANAL OPENING 53 _
DECONTAMINATION
redesign
removal
remediation
54 _
55 _DECONTAMINATION
COLLABORATORS
•pdc
•marine
biologist
•marine eng.
•structural eng.
•civil eng.
•chemical eng.
•hydrolog. eng.
•environmental
authorities
•waste
management
engineers
•landscape
•architect
•urban designer
•roads eng.
•contractor
DECONTAMINATION 56 _
DECONTAMINATION 57 _
DECONTAMINATION 58 _
DECONTAMINATION 59 _
STORMWATER MANAGEMENT
swales
filters
road
pitches
materials
60 _
STORMWATER MANAGEMENT
COLLABORATORS
•pdc
•marine
•biologist
•marine eng.
•structural eng.
•civil eng.
•hydrolog. eng.
•landscape
•architect
•urban designer
•roads eng.
•contractor
61 _
STORMWATER SWALE 62 _
STORMWATER SWALE 63 _
STORMWATER FILTER 64 _
WETLANDS COLLECTING STORMWATER 65 _
WETLANDS COLLECTING STORMWATER 66 _
ROAD PITCHES 67 _
ROAD MATERIALS 68 _
freshwater
saltwater
WETLANDS 69 _
COLLABORATORS
•pdc
•botanist
•wetland
specialist
•landscape
architect
•marine
biologist
•ornithologist
WETLANDS 70 _
WETLANDS 71 _
WETLANDS 72 _
WETLANDS 73 _
PLANTING OF THE ECO-BELT 74 _
WETLANDS 75 _
WETLANDS 76 _
BEACHES 77 _
main
beach
smaller
beaches
COLLABORATORS
•pdc
•hydrological
eng.
•civil eng.
•landscape
arch.
•urban designer
•marine
biologist
•water quality
specialist
monitoring all
the time
BEACHES 78 _
BEACHES 79 _
BEACHES 80 _
BEACHES 81 _
URBAN DESIGN AND LANDSCAPING
streets
parks
canal edges
orchards
potager
bird reserve
82 _
URBAN DESIGN AND LANDSCAPING
COLLABORATORS
•pdc
•horticulturist
•urban designer
•architect
•landscape
architect
•irrigation
specialist
•soil scientist
•entomologist
•avifauna
specialist
•architect
•local bird club
doing bird counts
83 _
BIRD RESERVE 84 _
BIRD RESERVE 85 _
BIRD RESERVE 86 _
BIRD RESERVE 87 _
BIRD RESERVE 88 _
ORCHARD 89 _
ORCHARD 90 _
ORCHARD 91 _
STREET DESIGN 92 _
STREET FURNITURE 93 _
STREET FURNITURE 94 _
STREET FURNITURE 95 _
STREET FURNITURE 96 _
STREET FURNITURE 97 _
LANDSCAPE MAINTENANCE 98 _
ARCHITECTURE AND HARBOUR TOWN 99 _
residential
commercial
& mixed use
ARCHITECTURE AND HARBOUR TOWN
COLLABORATORS
• pdc
• urban designer
• landscape
architect
• irrigation
specialist
• architects
• town planners
• traffic eng.
• structural eng.
• electrical eng.
• quantity
surveyors
• contractors
100 _
THESEN HARBOUR TOWN 101 _
PRIVATE ISLAND 102 _
SIDEYARD UNITS 103 _
HIGHER DENSITY UNITS 104 _
MARINA APARTMENTS 105 _
HERITAGE AND ADAPTIVE REUSE 106 _
drymill
gantry
boatshed
sawtooth
monorail
HERITAGE AND ADAPTIVE REUSE
COLLABORATORS
• pdc
• heritage
specialist
• urban designer
• architects
• electrical eng.
• structural eng.
• contractor
• town planner
• quantity
surveyor
• fire specialist
• acoustic
engineer
107 _
DRYMILL 108 _
DRYMILL 109 _
DRYMILL 110 _
GANTRY 111 _
GANTRY 112 _
GANTRY 113 _
THE BOATSHED 114 _
THE BOATSHED 115 _
THE BOATSHED 116 _
SAWTOOTH 117 _
SAWTOOTH 118 _
SAWTOOTH 119 _
MONORAIL BRIDGE 120 _
MONORAIL BRIDGE 121 _
MONORAIL BRIDGE 122 _
LIVING THESEN ISLANDS 123 _
LIVING THESEN ISLANDS 124 _
LIVING THESEN ISLANDS
605 units plus a commercial area was built and
sold out within 7 years
125 _
LIVING THESEN ISLANDS
The project injected 4 billion rand into the
local economy
126 _
LIVING THESEN ISLANDS
An average of
1200 people
worked on
site for 7
years during
construction
127 _
LIVING THESEN ISLANDS 128 _
LIVING THESEN ISLANDS
Approximately
800 people
work on the
islands now
129 _
LIVING THESEN ISLANDS
The water quality
greatly improved
and is better
within the canals
than outside
130 _
LIVING THESEN ISLANDS
The canals are
inhabited with a
variety of marine
organisms – even a
whale tried moving
in!
131 _
LIVING THESEN ISLANDS
NO siltation in
the canals and
NO
environmental
problems to date
132 _
133 _LIVING THESEN ISLANDS
LIVING THESEN ISLANDS
THANK YOU
134 _
