Christine Heremaia Christchurch City New Zealand

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1 Design Approach to Asset Management focusing on the Surface Water Environment and Public Open Space presented by Christine Heremaia Christchurch City New Zealand Bot1.jpg

2 CHRISTCHURCH Established in 1850 Area Christchurch district covers an area of 450km2 of which 170 km2 is urbanised Population 320,000 people Economy Tourism, export orientated manufacturing, service centre for surrounding farmland Parks approximately 3,400 ha Open waterways more than 300 kms

3 MULTIPLE DESIGN DECISIONS INCORPORATING MULTIPLE VALUES MADE BY SUCCESSIVE PEOPLE OVER TIME

4 Public infrastructure Consists of biophysical assets Renewed by the replacement of individual components Provides the framework and inner workings of a city Delivers community benefits Influences how individual community members perceive, experience, and utilise the world around them

5 Assets can be described Spatially Systems Values Services Discrete objects

6 Asset management is. combination of management, financial, economic, engineering, and other practices applied to physical assets with the objective of providing the required level of service in the most cost-effective way. considers all management options and strategies as part of the asset lifecycle, that is from planning to disposal. International Infrastructure Management Manual

7 RESOURCE MANAGEMENT ACT (1991) (1) The purpose of this Act is to promote the sustainable management of natural and physical resources. (2) In this Act, sustainable management means managing the use, development, and protection of natural and physical resources in a way, or at a rate, which enables people and communities to provide for their social, economic, and cultural wellbeing and for their health and safety while (a) Sustaining the potential of natural and physical resources(excluding minerals) to meet the reasonably foreseeable needs of future generations; and (b) Safeguarding the life-supporting capacity of air, water, soil, and ecosystems; and (c) Avoiding, remedying, or mitigating any adverse effects of activities on the environment. Resource Management Act (1991) Section 5 Purpose

8 LOCAL GOVERNMENT ACT (2002) The purpose of this Act is to provide for democratic and effective local government that recognises the diversity of New Zealand communities; and, to that end, this Act (a) states the purpose of local government; and (b) provides a framework and powers for local authorities to decide which activities they undertake and the manner in which they will undertake them; and (c) promotes the accountability of local authorities to their communities; and (d) provides for local authorities to play a broad role in promoting the social, economic, environmental, and cultural well-being of their communities, taking a sustainable development approach. Local Government Act (2002), Section 3, Purpose

9 DESIGN HAS BEEN DESCRIBED AS... the art of shaping cities Bogunovich D (2003).. the hinge that connects culture and nature through the interchange of materials, flows of energy, and choices of land use Van der Ryn & Stuart Cowan (1996).. putting things together to deliver value De Bono E (2003)

10 DESIGN in practice 1. framework for decision making 2. as a process 3. way of thinking

11 1. DESIGN as a framework for decision making design outcome design process scale Resource Management Act 1991 sustainable management of natural and physical resources integrated management of natural and physical resources, mitigation of adverse effects, public consultation bioregion, catchment, site Local Government Act 2002 sustainable development (social wellbeing, cultural wellbeing, environmental wellbeing, economic wellbeing as reflected in the Long Term Council Community Plan public participation, incorporation of social, cultural, environmental and economic values district, community time values indefinite for landuse and nature processes, 35 years maximum period for use of natural resources natural character, ecosystem health, Maori values, aesthetics 10 year Long Term Council Community Plan, 3 year review, life cycle of assets community and Maori wellbeing and aspirations as expressed through the public participation and consultation processes

12 1. DESIGN as a framework for decision making ensures that abstract landuse legislation is incorporated into design decisions provides a framework for decision making provides a clear statement of values ensures the development and management is investigated from a range of different scales and time frames

13 2. DESIGN as a process idea(s) need idea development approvals construction guide outcome maintain monitor renew remove reuse recycle peoples perceptions

14 2. DESIGN as a design process DESIGN STAGE design idea / need design development & approval design instructions design implementation design outcome maintenance monitoring review / renewal EXAMPLES OF FACTORS INFLUENCING THE DESIGN PROCESS issues, needs, legislation, policy, cultural and social values, environmental context, politics selection of questions, framing of questions, representation methods, values incorporated, budget, people involved (ie experts, community), consultation and approval processes, organisational structures representation methods, documentation, instruction processes type of asset, contractors, resource consent conditions aesthetics, critique, performance indicators, community values costs, available budget, instructions, contracts, expertise of staff, type of asset, levels of service, community expectations use of technology, expertise of people monitoring, attributes being monitored, methodologies, systems aesthetics, critique, performance indicators, community values and needs

15 2. DESIGN as a process simplifies a complex task within a large organisation, it gives clarity on the steps necessary handover accountabilities and the transfer of knowledge the origin of the issue/design process enables an understanding of the various influences on the design process highlights the importance of peoples perceptions in decision making

16 3. DESIGN as a way of thinking Two different thought processes necessary for design thinking Lateral thinking Idea creativity lateral thinking Logical thinking vertical thinking first stage of the thinking process associated with changing perceptions, concepts and ideas occurs when the value of the idea can be seen in hindsight with the development of a logical pathway to it different from artistic creativity Vertical thinking development of ideas that have already been identified

17 3. DESIGN as a way of thinking LATERAL THINKING First stage of the process Generation of new ideas and approaches Discontinuity jump between unrelated ideas and information Not necessary to be right each step of the process Changes Works outside the yes / no system Uses information for setting off new ideas Makes deliberate jumps away from the theme being studied Welcomes intrusions Explores the least likely directions Is an open ended procedure VERTICAL THINKING Second stage of the process Develop existing ideas and approaches Continuity proceed from one state of information to another state of information Necessary to be right each step of the process Chooses Uses yes / no system Uses information for meaning One thing must follow directly from another Concentrates on what is relevant Moves in the most likely directions Is a closed procedure

18 3. DESIGN as a way of thinking enables current concepts, ideas and practices to be re-evaluated enables the introduction of new philosophies enables the integration and resolution of conflict between different values and uses

19 1. DESIGN as a framework for decision making CHRISTCHURCH EXAMPLE DESIGN OUTCOMES Community Outcomes A safe city A city of inclusive and diverse communities A city of people who value and protect the natural environment A well governed city A prosperous city A healthy city A city for recreation, fun and creativity A city of lifelong learning An attractive and well designed city Long Term Council Community Plan

20 1. DESIGN as a framework for decision making CHRISTCHURCH EXAMPLE DESIGN PROCESS COMMUNITY access to relevant information given clear information encouraged to present their views opportunity to present their views informed of the resulting decisions Local Government Act 2002 Mechanisms include Council website Monthly page in local newspaper Surveys Brochures Workshops On site events Bus trips One on one meetings

21 1. DESIGN as a framework for decision making CHRISTCHURCH EXAMPLE VALUES Waterways and wetlands assessed and managed for the following values - RECREATION ECOLOGY DRAINAGE HERITAGE LANDSCAPE CULTURE

22 1. DESIGN as a framework for decision making CHRISTCHURCH EXAMPLE Scale & Time DIMENSION TYPE OF PLAN SCALE TIME urban growth regional growth plans region 50 years waterways & wetlands water quality & quantity greenfield developments project area plans integrated catchment management plans areas based on soil/ water interface, sense of community, & landuse catchment 40 years conditions on consents, life cycle of structures area structure plans locality driven by the demand for development urban renewals neighbourhood plans locality life cycle & identified community needs public open space development plans associated with individual reserves or categories of reserves allotment(s) life cycle & identified community needs

23 2. DESIGN as a process CHRISTCHURCH EXAMPLE Community projects driven through the Long Term Council Community Plan Design Process initiated by External drivers include - redevelopments greenfield developments change in legislation Long Term Council Community Plan Submissions Internal drivers include - Cost share projects involving CCC and private developers renewals upgrades Long Term Council Community Plan Private developments liaise with Council through Environmental Services Unit who then liaise and co-ordinate input into plans from the different asset managers Activities include planning, capital works, maintenance, monitoring, renewal

24 3. DESIGN as a way of thinking CHRISTCHURCH EXAMPLE Characterised by lateral and vertical thinking collaboration range of viewpoints range of values Examples Edward Avenue streetscape renewal Papanui Drain waterway restoration

25 3. DESIGN as a way of thinking CHRISTCHURCH EXAMPLE EDWARD AVENUE STREETSCAPE RENEWAL ISSUE Flooding problems due to undersized pipe located within private property SOLUTION Daylighting of pipe & relocation to street Before After

26 3. DESIGN as a way of thinking CHRISTCHURCH EXAMPLE EDWARD AVENUE STREETSCAPE RENEWAL

27 3. DESIGN as a way of thinking CHRISTCHURCH EXAMPLE PAPANUI DRAIN WATERWAY RESTORATION ISSUE Boxed drain with good spring flow located between older residential developments and several lifestyle blocks Lifestyle blocks being further subdivided for residential development Boxed drain inconsistent with new philosophy and no longer acceptable within new developments SOLUTION waterway restoration

28 3. DESIGN as a way of thinking CHRISTCHURCH EXAMPLE PAPANUI DRAIN WATERWAY RESTORATION

29 3. DESIGN as a way of thinking CHRISTCHURCH EXAMPLE OUTCOMES Ecology Landscape Heritage Culture Drainage Recreation

30 CONCLUSION DESIGN is a term that is widely used but not well understood Three conceptual models of DESIGN give an understanding of how design decisions are made in practice Application of these models to public infrastructure highlights how DESIGN decision making occurs within a large council organisation This understanding can assist Councils to improve public infrastructure through an understanding of decision making leading to quality DESIGN outcomes

31 SUSTAINABLE LANDSCAPES that are valued and treasured for generations to come DESIGN AS A FRAMEWORK FOR DECISION MAKING DESIGN AS A PROCESS DESIGN AS A WAY OF THINKING

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