Working with a local project manager
What did you know about cohousing when you accepted the job as project manager for Oak Creek Commons? What did you learn?
My primary areas of work for the past 25 years had been single-family residential housing tracts, industrial development and public works engineering projects.
I actually had no experience with cohousing when members of Oak Creek Commons first approached me about the possibility of becoming the project manager for their community. The group already had worked for about a year with a professional whose offices were outside of the area, but had discovered they needed a local, hands-on project manager who could navigate them through the many steps of constructing their new community.
The more we discussed the Oak Creek Commons project, the more I began to understand the philosophy behind cohousing. What appealed to me most was the opportunity to work closely with people who were totally committed to make the community fit their lifestyles and meet their goals. We would be doing much more than simply building homes - we would be creating a living community supported by everyone working together for a better life.
I was delighted when the group decided to hire me to manage their project in July 2001 even though I was a novice at cohousing. I met with the group each month and quickly became immersed in the cohousing culture. We soon evolved into an integrated development team.
The cohousing experience became one of those "wow" times in life when you learn and gain more than you give. I learned some surprising lessons that went well beyond mundane construction and development issues. As a group we experienced a passion for details and a commitment to the environment. We continually brought consensus out of chaos and experienced the value of respecting and considering everyone's opinion. We discovered how to be part of a team effort and how to have fun in spite of the difficulties. Even in the depths of the most serious discussions, the lighthearted, fun aspect of the community always balanced the more sobering needs of the day.
What challenges did you face working with a group rather than an individual owner or development partners?
Cohousing is an entirely different experience than working with an individual owner or partners. Project management in a cohousing environment is not for everyone. Most construction types tend to have a very narrow focus in stark contrast to the more open structure found in cohousing groups.
Most cohousing group members have no previous experience with construction, so the project manager must take on the role as a teacher of construction practices and realities. There also are the unique challenges of group dynamics in cohousing. For example, when an individual developer needs to make an urgent decision on a site-planning issue, he or she usually resolves the matter immediately with minimal discussion. A cohousing group, on the other hand, might meet numerous times to discuss an issue, chew on it, look at it from all angles and turn it inside out before reaching a consensus.
The dynamics of group consensus would be frustrating to most construction professionals, which I sense is why so few companies specialize in cohousing projects. If a cohousing group is considering hiring a project manager or contractor, that professional needs to realize the importance of this critical element of working together. Hiring a typical construction firm or manager just won't work. The process will be frustrating and stressful for both the cohousing group and the manager.
The project manager also can face the challenge of working with strong personalities in the group who tend to dominate discussion and press for a certain position. To make sure that all viewpoints are heard, the manager needs to hold a somewhat neutral position to insure that a few members don't dominate the project process. While this can be difficult at times, the manager needs to be prepared to present alternative choices to those being championed by more dominating members.
What was the management model for the cohousing group? How did this impact the design of the community and the development timeline?
The Oak Creek Commons group wanted a project manager to coordinate all interactions between the project architect, the civil engineer, the landscape architect and other specialty design professionals. They also wanted a manager to push the project through the city approval process in an expedited manner and to keep them informed and up-to-date with all that was happening.
I soon discovered that the group had split opinions on my exact role, so I sometimes found myself navigating a delicate balancing act to bring both sides together. Some members wanted a strong project manager to charge ahead and expedite the project, while others wanted a non-dictatorial, let's all work together type of manager. Rather than alienating either side, I took on a role that adapted both groups' management ideals.
Sometimes I needed to take a strong position to push the group through a particular process or decision. Other times I needed to bite my tongue and let the group come to consensus on an issue. A good project manager can sense when it's time to take on a particular role for the good of the community. Only the group can judge my success at that balancing act, but I will say, that, as a group, we made many tough decisions and the project progressed faster than expected.
Setting development timelines helped us keep the project moving at a good pace. We experienced a sense of accomplishment as we completed various milestones. We didn't always meet the timelines, but we were always moving ahead! Our decision to hire Wonderland Hill Development Company of Boulder, CO, and follow their streamlined model of cohousing development for the construction phase was a smart move that helped us build our community faster.
The community also was committed to making decisions in a timely manner. Most group meetings were successful because of effective communication and planning. The group facilitator moderator and I would meet before each meeting to discuss and prioritize the issues and decisions that needed resolution. I was amazed that even though the facilitators changed, our ability to communicate about urgent matters remained consistent. The group's respect and support of me as their project manager made a potentially difficult process primarily a harmonious experience.
How did you work with the group to develop consensus on design issues?
Making decisions by consensus can be difficult at times. The Oak Creek Commons group was wonderful to work with, however, because members usually kept their focus on the issue at hand, asked many questions regarding the pros and cons of a decision and showed respect for each other's opinions. As the project manager, I formulated the issues that needed resolution, helped guide the discussions if they wandered off track and brought in information or design professionals to lend assistance when needed.
The group appreciated meeting with the architect or civil engineer firsthand to learn about the finer details they should consider when making design decisions. This interaction also helped members feel that they were an integral part of the design team because the design professionals heard their ideas directly. We had lively discussions about the pros and cons of various scenarios. Some of my most satisfying moments as project manager came after the group came to consensus on difficult design issues because I knew that the group understood all the facts and had explored options carefully before they made their decision.
For example, I had lengthy discussions with the group over several months about building insulation, energy efficiency and the need for air conditioning in the units. We enlisted the help of our architect who met with us and discussed various energy-savings options such as building insulation, roof overhangs for passive solar energy and light tubes that provide natural lighting. We also invited an energy expert to come speak to us about other energy-saving strategies. This process culminated with the group's decision to add additional energy-efficient items in the budget, including extra insulation in the ceilings and walls, radiant-barrier plywood, whole-house fans and double-pane windows with a special coating to decrease heat gain. The group also decided to design each unit for air conditioning, but left the outside condenser unit as optional for each owner. The process was long and tedious, but in the end, the group was happy with the extra energy measures that we incorporated into the project.
What suggestions do you have for cohousing groups that want to self-develop, using a local project manager?
Here is my Top Six List for cohousing groups that want to self-develop:
1 Hire a project manager with strong coordination and people skills who is a pusher, not just a talker.
2 Make sure you hire the best design professionals possible. Remember that price is not the criterion for this part of the project. A good foundation with your design team makes all the difference when it comes to construction later.
3 Don't tie the hands of your project manager. Give him or her the freedom to do the job.
4 Stay focused on your goals.
5 Support the process and your manager by having productive meetings with result-oriented goals.
6 Always plan an element of fun into the meetings.
When is the ideal time to bring in a project manager?
While there is no hard and fast rule regarding the best time, from my experience I'd say the sooner in the process the better. A project manager can help a group avoid wasting precious time and stay focused to achieve its goals. The project manager also offers valuable input from a neutral position, which can be very helpful if the group has strongly diverse opinions.
What were the reactions to your colleagues to your involvement with cohousing? How did you influence the broader community in its acceptance of the project?
Most people have little or no knowledge about cohousing. My colleagues were no different. I had to laugh when I heard comments about me going off the deep end working with some commune. But when I had the chance to explain the principles of cohousing and the design elements that would make our community more like a small village than a housing development, they began to see the bigger picture. Once we educated people about cohousing and presented our vision of Oak Creek Commons, the community accepted our vision positively. Certain design elements, such as an underground parking garage, also helped us present our project in a positive light. The Paso Robles city government was very favorable to the project, partly due to the fact that we chose to preserve 10 acres of open space and to cluster our 31 units on just four acres.
What is fun about working with a cohousing group? Would you do it again? What would you change?
I am most attracted to cohousing because of the interaction with the group and the challenge of creating a unique community. I find it fairly easy to develop housing that I design, but it's much more complicated, difficult and interesting to help create a diverse yet cohesive community. Oak Creek Commons has the influence of every member stamped into its design. As I walk through the community, I can see the impact that all the members had in making the project turn out so wonderful.
The fun part of working with cohousing was the group interaction the ups and downs, the laughing and crying, the setbacks and solutions. While the actual construction of the project was dramatic and the group was excited to see all the elements take shape, the real fun and satisfaction was our commitment and journey together along the way.
My experience with Oak Creek Commons was very positive. If I were to change anything, I would have wanted to join the process earlier, as I think I also could have provided helpful guidance to the group in its earlier stages.
