Redefining Innovation in Development
With Dan Barr of Better Cities Group and Better Events VR
City shaping provides resilience to the physical, social and economic challenges that are a growing part of the 21st century. In this piece, collaborative project leader. urban designer and strategy development expert Dan Barr, takes us on a journey through his remarkable career, sharing valuable insights from leadership styles and its impact on his inspiration to common practise and its effect on innovation. As a lead in the delivery of some of Gold Coast’s transformative projects of its time, he offers a framework you can apply to drive effective communication from within.
How did you get into industry and did you know from the outset that Urban Design Consultancy was the path for you?
I started in public health and worked in Australia, Europe and South America for the first ten years of my career. My initial interest was communicable disease such as, what we are now seeing with the COVID-19 pandemic. However, on my return to Australia I became interested in the concept of the impact of city design on public health. As a result, I went back to Queensland University of Technology to carry out my post graduate studies in urban design.
Urban design is often described as a discipline which integrates with other disciplines such as architecture, landscape architecture, engineering, demography and economics. This was a perfect fit for me, as I enjoy working with diverse stakeholders to deliver complex projects.
You’ve held many leadership roles - from Public Health Consultancy to your current position as Director - How do you describe your career inspiration?
Over a 20-year career, I’ve been inspired by leaders I directly reported to or were fortunate to work with. Different leadership styles suit different situations, however, I have always been in awe of people who can define a strategic direction and then harness the efforts of others to achieve that vision. I’ve also been impressed by leaders who enable their teams to deliver these visions by believing in them when required and shielding them when required. It is only in reflecting on different situations from my past that I now see the real leadership nous of people I’ve worked with in the past.
You have worked in many Infrastructure projects, what is your key attribute(s) to drive innovation in the field of Urban Development?
In the early stages of my career I worked as a project manager on the delivery of streetscape projects and light rail delivery. My work now, is more centred on strategy development which drives capital works delivery or investment.
The biggest opportunity for innovation in development is a shift away from doing things the way we’ve always done them. In many respects this will involve a shift towards new technologies, an example is the increased use of 3D/4D modelling in the delivery of infrastructure and temporary infrastructure projects. I am part of a collaboration called Better Events VR which is advancing application of extended realities and 4D planning of which we believe, will become common practise.
You have delivered high profile projects from planning through to construction, can you share some key challenges that you were faced with and how did you overcome them?
Challenges on big projects such as the Gold Coast Light Rail and the Gold Coast 2018 Commonwealth Games, were the number of partners involved and the different objectives of each organisation. Understanding the objectives of each partner and the governance structures which enable decision making are crucial in navigating through large, complex projects.
In a rapidly changing environment, how do you describe a resilient city in Australia? How will it impact the construction industry?
As we are seeing, resilient cities have strong and trusted political leadership and strong community connections. There are strong formal and personal connections between different levels of government and the private sector.
Resilient cities have diversified economies, strong employment and a supportive urban framework full of transit connections, open space and quality public realm.
Recent economic figures point to a sustained downturn however it would make sense to bring-forward infrastructure spending to lead the economic recovery with a long-term view to hosting the 2032 Olympic Games.
As we emerge from COVID-19 our attention will again return to climate change and the construction sector needs to be ready for what this means in terms of climate resilience, flood mitigation and the circular economy.
What was your experience working on Gold Coast Light Rail like? What did you enjoy the most while working as a Senior Project Manager on this project?
Gold Coast Light Rail was the best project I have ever worked on. Reason being were that the choice to deliver this infrastructure on the Gold Coast has led to a better future for the city. Not only has it meant access to world class public transport, but it has defined where the city will accept density and where it will not. It has defined where businesses can invest with confidence. Ultimately it will lead to a network of staged delivery through the city which is perfect for the Gold Coast’s linear nature.
It was also a great project, as it was delivered through a public private partnership and was one of the first modern light projects delivered in the country. The success of the system has led to projects being delivered in Sydney, Canberra and Newcastle and future delivery in Perth and the Sunshine Coast.
What advice would you give to future Sustainable Urban Development aspirants who want to contribute to city-shaping projects?
It is important to consider what you think is important in the development and operations of cities. It is also important to recognise that change does not happen overnight and that everyone has different opinions – all as valid as yours. Always have fun, collaborate, work hard and deliver the best outcomes you can.
This piece has been curated by Meghraj Mahida for The Construction Coach blog.
Dan Barr
Director& Managing Director
Better Cities Group and Better Events VR
Diploma of Project Management (2010)
– Chifley Business School
Graduate Diploma Urban Design (2008)
– Queensland University of Technology
Bachelor of Applied Science - Environmental Health (2000) – Queensland University of Technology
Dan Barr is the Director of Gold Coast consultancy, Better Cities Group and planning technology company Better Events VR. He has qualifications in public health, project management and urban design and has contributed to the delivery of the some of the Gold Coast’s most significant initiatives including Gold Coast Light Rail stage 1 and the Gold Coast 2018 Commonwealth Games.
The Better Cities Group advises government, ASX listed companies and the development sector on urban design, economics and city activation.