Design Review Committee proposedPrint Page

December 16, 2008
By Thomas J.W
For PlanPhilly

Dec. 16

By Thomas J. Walsh
For PlanPhilly

Philadelphia City Planning Commission Executive Director Alan Greenberger has proposed the creation of a Design Review Committee, a seven-member group appointed by the Planning Commission, that would evaluate projects on the basis of their potential impact on “the public realm.”

Greenberger introduced the idea at Tuesday’s monthly Planning Commission meeting, and said the committee, to be made up of design professionals from different disciplines, would be advisory only, existing to support the commission.

His premise is that matters that require zoning changes or variances have been handled in a “disorganized design review” process through the Zoning Board of Adjustment (a body not meant to take on such considerations, he said), for example. Or they have been debated in community meeting halls, “or lots of other places” except where they should be: under the supervision of professional design review specialists.

Such a body, operating through the Planning Commission, would be for “recommendation only,” Greenberger said, with the sole purpose of understanding development at the level in which it impacts the public. In certain circumstances, the Design Committee might be authorized to give approvals where projects have a completed Plan of Design already included in the overall proposal.

Criteria for the would-be committee’s consideration would be limited to projects of more than 100,000 square feet – or if requested zoning variances exceeded limits by, say, 200 percent. Greenberger said that a model could be seen in the Boston Civic Design Commission.

From the BCDC Web site (http://www.cityofboston.gov/bra/BCDC/bcdc.asp): “The BCDC’s purpose ... is to provide a forum for the general public and the professional design community to participate in the shaping of the city’s physical form and natural environment.

“Boston is unique in that it establishes a development review process that allows the city's bureaucracy to work actively with developers not only to minimize the environmental impacts of proposed projects, but also to produce designs that will reinforce the city's urban form.”

Greenberger stressed several times that the idea is not to create an extra level of bureaucracy, or another hoop for developers to jump through. Rather, he said, it would  streamline the process if done correctly. The committee would meet, in public, perhaps two weeks prior to Planning Commission meetings, and encourage public discussion.


Planning Commissioner Joe Syrnick asked how such a committee would “stop non-organized neighborhoods groups?”

“The intent is that the public would be better served if we communicate the true impact of projects rather than the presumed impact,” replied Greenberger. They would be “best served by people who understand design.”

Commissioner Nilda Ruiz said she was inclined to favor the idea, but wondered if the economic impact of proposed projects might get lost in the shuffle.

Commissioner Andrew Altman, whose other main role with the city is to head the Commerce Department, replied, “We as a commission can’t always sort out what is economically viable.”

All too true, especially these days, Greenberger added. A lot of projects presented to the commission over the past few months possessed an economic viability that might be little to none given the almost nonexistent state of the credit markets to finance big development.

But Greenberger acknowledged that developers might well be nervous about such a committee being “another layer,” even though it’s meant to systematize the process and “ultimately streamline things.” Designers themselves, too, might hesitate at the concept, along with community groups that have fought long and hard for the power they now wield.

“We want them to see this as the space for public airings,” Greenberger said about such neighborhood groups, none of which he referred to by name. “There are a half dozen or so [neighborhood groups] with a pretty sophisticated design review process, but a whole host” of neighborhoods throughout the city that don’t. “As a matter of fairness, this is a way to get to that.”

“Clarity of the process is key,” Altman said. “How this can be helpful and clear, and not another layer.”

Greenberger said he’d seek comments on the matter in January, and propose actual language about the committee in February. If approved, it could be up and running by Spring.

“We’ll develop as much clarity as we can about the purpose of this, and test it out,” he said. “There will be a bit of experimentation.”

Contact the reporter at tom@thomasjwalsh.info.

Comments

A Japanese company ( Toyota ) and an American company (GM) decided to have a canoe race on the Missouri River. Both teams practiced long and hard to reach their peak performance before the race. On the big day, the Japanese won by a mile. The Americans, very discouraged and depressed, decided to investigate the reason for the crushing defeat. A management team made up of senior management was formed to investigate and recommend appropriate action. Their conclusion was the Japanese had 8 people rowing and 1 person steering, while the American team had 8 people steering and 1 person rowing. Feeling a deeper study was in order, American management hired a consulting company and paid them a large amount of money for a second opinion. They advised, of course, that too many people were steering the boat, while not enough people were rowing. Not sure of how to utilize that information, but wanting to prevent another loss to the Japanese, the rowing team's management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents, and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder. It was called the 'Rowing Team Quality First Program,' with meetings, dinners, and free pens for the rower.. There was discussion of getting new paddles, canoes, and other equipment, extra vacation days for practices and bonuses. The next year the Japanese won by two miles. Humiliated, the American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the Senior Executives as bonuses and the next year's racing team was out-sourced to India . Sadly.............. The End. Here's something else to think about: GM has spent the last thirty years moving all its factories out of the US , claiming they can't make money paying American wages. TOYOTA has spent the last thirty years building more than a dozen plants inside the US . The last quarter's results: TOYOTA makes 4 billion in profits while GM racked up 9 billion in losses. GM folks are still scratching their heads. IS THIS WHAT IS HAPPENING WITH THE PLANNING COMMISSION.
The commissions might consider adding a 'rotating' member to the design review committee. This additional voting member would vary depending upon which neighborhood contains the proposed project. This would give the neighborhood organization more than a general 'public comment' voice.
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