Award Magazine Volume 1 Number 3

Award Volume 1 Number 3

$14.95

Showcasing Excellence In Australian Construction

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Award Showcasing Excellence In Australian Construction

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Volume 1 Number 3

Page 14

Publisher/Managing Director

Brandon Vigon 03 9600 4786 brandon@mediaedge.net.au Advertising Sales

Ashley Mardesic ashley@mediaedge.net.au Editor

Dan Stojanovich contributing writers

David Said, Jodie Thompson, Deborah Singerman, Dan Stojanovich, Natasha Granath Professional Corners

Cameron McLean, George Xinos, Stuart Rowley, Jim Merritt, Jim Doyle, Buddy Cleveland Design Team

Annette Carlucci – Senior Designer Ian Clarke - Designer Niall Rutter - Design Intern

PROFESSIONAL CORNERS 6/7 Association Corner

NPCAA Property Council of Australia Australian Institute of Buildings

Production MANAGER

Debbie Dollar-Seldon Circulation

8

awardmagazine@mediaedge.net.au Award Magazine is published by:

9 MediaEdge Communications PTY Ltd.

PO Box 21081 Little Lonsdale Street Melbourne Vic 8011 T: 03 9600 4786 F: 03 9602 2598 www.mediaedge.net.au President

Kevin Brown kevinb@mediaedge.ca

10

Environmental Corner

Water Management on Construction Sites

By Cameron McLean Enviropacific Services

Workplace Safety Corner

Effects of PCBs in the Workplace

By Stuart Rowley Noel Arnold & Associates

Legal Corner

11

Disability Corner

12

WorkSafe Corner

13

Technology Corner

Universal Design is not just 'Access'

By George Xinos Blythe-Sanderson Group Safety Leadership begins at the TOP

By John Merritt WorkSafe Victoria Infrastructure's call to action

By Buddy Cleveland Bentley Systems

Failing to plan - Planning to fail

By Jim Doyle Doyles Construction Lawyers

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Page 42

Authors:

Award Magazine accepts unsolicited query letters and article suggestions.

Editorial suggestion/submission:

Do you have a story idea, or would like to submit editorial for publishing consideration, please email: awardmagazine@mediaedge.net.au Š Copyright 2008 Australia Post Publications Mail Pub. No. PP381712102392

Correction Notice In regards to our feature profile on the Optus Campus, it was incorrectly reported that Rice Daubney was the interior designer instead of the Architect on this project. Our apologies to the entire team at Rice Daubney including Darren Tims for this error.

4 | Award Magazine

editorial advisory board Volume 1 Number 3

contents Page 48

Page 28

FEATURE EDITORIAL 26 Economic Trends

FEATURE PROJECT PROFILES: 14 Parramatta Transport Interchange

Controlling the Project Budget

34

Design Trends

Sound Control in Multi-dwelling buildings

PRODUCT SHOWCASE 54 DTAC 55 PPG

Page 20

By David Said

20

ARCBS - Brisbane

By Jodie Thompson

28

Royal Women's Hospital

By Natasha Granath

36

Northbank Place

By Deborah Singerman

42

737 Bourke Street - National Foods

By Jodie Thompson

48

The Wave residential tower

By Dan Stojanovich

Page 36

Award Magazine | 5

Association Corner section header

To precast or not to precast… that is the question The use of precast concrete in construction is now widely regarded as an economic, durable, structurally sound and architecturally versatile form of construction.

The advantages of drawing on the experience and expertise of specialist precast manufacturers in purpose-built factories, are considerable.

Precast Means … Faster construction

Manufacturing of precast components can start as soon as drawings are approved. This ensures they are ready for erection as soon as foundation work and other site preparation is completed. Once erection commences, on-site construction and off-site manufacture can be overlapped, thereby reducing overall site construction times. The continuous, uninterrupted erection of precast structural components lends itself perfectly to fast-track construction schedules. Erection incorporates the latest in connection technology, and can proceed swiftly and safely in almost any weather by experienced erectors.

The result is construction times which may be up to 75% less than traditional construction methods. The times can be even less when a smaller number of larger units is specified. Precast’s ability to enclose the structure much sooner than traditional types of construction enables earlier access for follow-on trades. The long clear spans provide an instant work platform and minimal propping further enhances access and improves project construction times.

Precast also means…

• • • • • • • • •

High quality More reliable Design flexibility and improved aesthetics Improved onsite safety High structural strength Fire resistant Environmentally friendly Energy efficient Acoustic barrier

Projects featured in Award Magazine that have used Precast...

… Lower Cost

Precast provides the owner, developer and contractor with a firm budget and scope of work for the building early in the project.

Whilst the face value cost of precast may sometimes appear higher than traditional construction methods, significant cost savings are realised from other areas: • initial design for precast, eliminating the need for conversion from traditional construction methods; • manufacture of precast elements concurrent with commencement of early site works; • expedited construction; • reduced time on site; • reduced site defects; • reduced propping and scaffolding costs; • lower site labour costs; • reduced plant, tools and materials storage requirements; • economies from specifying fewer larger elements; • re-use of moulds; • lower costs of finance resulting from reduced time on site; and • earlier revenue receipts because of shorter project times.

The Wave

Parramatta Transport Interchange

Sarah Moore Executive Officer National Precast Concrete Association Australia

6 | Award Magazine

Association Corner section header

PREMATURE CLIMATE CHANGE RULING CREATES PLANNING UNCERTAINTY

T

he Victorian Civil and Administrative Tribunal handed down a landmark decision that will have a major impact on planning decisions in coastal areas across Australia.

The recognition by VCAT that climate change is a significant factor when considering planning applications has far-reaching ramifications.

The decision handed down is the first case in Australia where climate change has been given as a reason to refuse coastal development. The decision states that “potential sea level rises due to the effects of climate change” are fundamental when assessing the development application.

The Property Council of Australia takes the issue of climate change very seriously. It is the implications of this decision on planning policy that sparks alarm bells.

We cannot ignore the decision by VCAT was largely policy based – the land is currently farming zone and the proposed development does not comply with the designated land use. Climate change was just one factor in a broader decision making process.

The major concern for the property sector is the level of uncertainty created by this decision, and the absence of a rigorously-developed set of guidelines for planning authorities to assess the potential impact of climate change on development applications.

Without any formal guidelines to assess the impact of climate change on planning and development the question is: Is it unreasonable to expect local council to be able to accurately assess

whether or not climate change should be a contributing factor when making decisions on development applications?

There are 79 Councils in Victoria, all making planning decisions in line with local and state planning policies. How climate change impacts each municipality and their interpretation of the VCAT ruling has the potential for Victoria to no longer be a jigsaw with all the pieces in place but rather a patchwork quilt taking a piecemeal approach to planning policy.

The State Government has a role in developing a clear position on how climate change should be considered by councils when assessing all development applications.

The Property Council has long been advocating for a Metropolitan Planning Authority to streamline the planning process. This VCAT decision in fact raises the question: Do we need a Victorian Planning Authority with regional and metropolitan units? The Property Council believes we do and will be lobbying government to introduce such an authority. The State Government needs to step in and develop a clear policy on the matter in close consultation with the property industry.

Jennifer Cunich Executive Director Property Council of Australia (Victorian Division)

Shortage of construction project managers

By Troy Williams

T

he market for experienced Construction Project Managers continues to be tight, threatening the schedules of many firms and hampering the ability of the Australian Government and its state / territory counterparts to achieve their infrastructure delivery goals. This shortage of Construction Project Managers looks set to continue. Although the residential building sector has shown some signs of slowing, the strength of the commercial construction and civil construction sector will prolong the shortage into the foreseeable future.

Research undertaken by the Construction Forecasting Council highlights the fact that civil construction work has more than doubled over the last four years from $27 billion in 2003-04 to $60 billion in 2007-08 (nominal). The forecasts show that the strong growth in engineering construction has been primarily driven by the mining investment boom from the Chinese-induced boost to commodity prices. Solid growth in engineering construction is forecast to continue in 2008-09, with fifteen per cent (nominal) growth. Over the medium term, the main source of growth in engineering construction activity will switch from mining to road, electricity and water construction projects.

As the professional institute for building and construction professionals the Australian Institute of Building (AIB) combined with other industry stakeholders and successfully lobbied to have the role of “Construction Project Manager” added to the list of professions that fall within the scope of the General Skilled

Migration Program. This streamlines the immigration process for Construction Project Managers who are not sponsored by an employer, are over eighteen and under forty-five years of age, possess a bachelor degree or higher qualification and have at least five years relevant experience.

A further, albeit medium term, solution has been an increase in the number of university places for building and construction graduates.

In the past year the number of Australian universities offering undergraduate programs in building and construction management has increased by two to fourteen with the total number of students enrolled in these four-year programs rising to 2,502. Graduates in this field have excellent employment prospects (the numbers of graduates that failed to find employment after graduating is so low as to be statistically negligible) and first-year salaries are approaching $90,000 in the mining states of Queensland and Western Australia.

Short of a major economic down turn, the shortage of construction project managers is set to continue over the medium term. However the building profession, through AIB, is responding with a number of initiatives to address the issue.

Troy Williams Chief Executive Australian Institute of Building Award Magazine | 7

environmental Corner

WATER MANAGEMENT ON CONSTRUCTION SITES

By Cameron McLean

M

anagement of water on construction sites has always presented an unwanted evil.

From the day the construction company signs a contract until practical completion, and even after then, it has to be considered and accounted for.

Water emanates from varying sources including groundwater, stormwater, overland flow, rainfall etc. Trying to manage and dispose of the water provides a constant headache on construction sites, especially during the earthworks phase. Adding to this nuisance is the ever increasing constraints imposed by the regulatory authorities.

The legislation, guidelines and criteria that have to be met to discharge water from a construction site have tightened immeasurably over the past decade or more. No longer is it a case of getting the water into the nearest stormwater drain or watercourse, no longer can contaminated water just be pumped down the sewer, the management of water has to be carefully considered before embarking on a construction project.

Although the constraints impinged by regulators, guidelines, councils, consultants, etc. have to be managed by the construction companies and their team, isn’t the environment we live in a much better place for it? Let’s face it, if it weren’t for the tightening of regulatory bodies to better manage our water systems, would Sydney Harbour and our other major waterways be as beautiful and world renowned as they are?

Treatment of water to meet the satisfaction of regulators, guidelines and their criteria can range from physical issues to biological issues to chemical issues. Management of these water impurities, and how best to remove, reduce or minimise their impacts, has seen the development of many and various technologies in recent times. This, coupled with Australia’s endless strive to minimise water wastage has created a massive industry in its own right.

The most appropriate method or technology to implement on any given site varies significantly from site to site. The influencing factors range from water source,

8 | Award Magazine

soil nature and geology, groundwater levels, regulatory requirements, off-site receptors, discharge point and many more factors.

This coupled with the physical, chemical and biological impurities of the water that needs to be managed, treated and discharged, creates a myriad of issues for construction and development projects.

It is one thing to say that we have to discharge this water from the site and that the proposed technology will meet all the requirements, however, it is imperative that the proposed processes are implemented and managed so that all requirements of the discharge consent are met. Quality management and implementation of testing and analysis plans must be adhered to during the construction phase of projects.

Contaminated water or groundwater on a construction site may need treatment from a process like physical containment of contaminants, bio-remediation, multi phase extraction, vapour extraction, or more conventional treatment practices involving coagulation, filtration, flocculation and disinfection of contaminated water.

We have seen first hand the ever increasing requirements to manage and dispose of water from a construction site, let alone contaminated water from a site. Over time we have witnessed the coming and passing of various technologies that have been implemented to reduce water impurities to levels that meet the relevant criteria for discharge to sewer or stormwater.

From experience, partnering with technology providers on a case by case basis to produce the most cost effective and environmentally sustainable solutions for any water treatment issue has proven to be the best solution. An inordinate number of treatment processes are available in the market and their suitability varies depending upon what it trying to be achieved from the influencing factors listed above.

The management and treatment of water on construction sites may have been the burden of many a project manager over the past decade or more, however, the fruits of this thorn in their side are evident for all to see. A Cameron McLean is a Director of Enviropacific Services Pty Ltd, and oversees the Manager of Enviropacific Water Services

Workplace Safety Corner

The Health & Environmen tal Effec ts of PCBs in the Workpl ace

P

CB is the common abbreviation for polychlorinated biphenyls, a group of synthetic chemical compounds. Prior to the 1980s, PCBs were an important component in manufacturing industrial building products; which were used in a diverse range of applications covering most of the Australian landscape. However shortly thereafter, it was discovered that PCBs pose significant risks to the health of humans and the natural environment if not properly managed. Resulting from its active use, many construction and onsite labour staff are still in danger of exposure to this potentially harmful chemical over 30 years later.

Where Are PCBs Found?

Used for their insulating properties and durability, PCBs are most commonly found in workplaces as a coolant and insulating liquid inside electrical capacitors and transformers.

PCBs range in appearance depending on their application, from colourless, oily liquids to more sticky darker liquids, or yellow, grey and black resins.

PCBs are typically found in the form of caulking compounds within the expansion joints of concrete structures, lubricating and cutting oils, hydraulic fluids, adhesives, water-proofing compounds, and additives to flexible PVC coatings. PCB contaminated soils may also be present on sites which have historically used PCBs.

By Stuart Rowley

PCBs and have strategies in place for their management.

• Where significant quantities of PCBs are present, local regulatory authorities may require notification and need to establish an Environment Improvement Plan (EIP) and schedule for removal.

• Fluorescent light fitting capacitors should be inspected to identify PCBs prior to decommissioning. This work can be conducted either as part of a Hazardous Materials building audit or by a qualified electrical contractor who can consult the ANZECC database for the Identification of PCBContaining Capacitors to ensure their proper handling & disposal.

• Sites which have historically been occupied by organisations likely to use PCBs (power supply companies & heavy industry) should include PCB testing as a part of a soil assessment prior to excavation works.

• Licensed waste companies are required for the disposal of PCB containing materials and PCB contaminated soils with the consent of relevant statutory bodies.

Chemical structure of PCBs. The possible positions of chlorine atoms on the benzene rings are denoted by numbers assigned to the carbon atoms.

Stuart Rowley Managing Consultant Noel Arnold & Associates

PCB Health Hazards

Illness from PCBs is related to the length of exposure and the quantity to which the person is exposed. Excessive exposure may cause liver and nervous system damage, causing people to experience numbness, weakness or tingling in their arms and legs. PCBs may also be a cause of cancers.

PCBs can enter the body via three ways: • Absorption through the skin; • Ingestion, including contaminated food or water; • Inhalation as vapour (however, vapour concentrations at room temperature are not significant).

When PCB’s are exposed to heat, they may form dioxins which are extremely hazardous and may lead to dizziness, nausea, eye irritation, bronchitis, liver problems and chloracne (a severe form of acne due to exposure to chlorine containing compounds) and death. In addition they are non-bio degradable and thus may persist in the environment for long periods and bio-accumulate; threatening Australia’s agricultural products and the health of consumers.

Management Responsibilities

The Australian and New Zealand Environment and Conservation Council (ANZECC) prepared a Polychlorinated Biphenyls Management Plan in 1996 (revised in 2003) to assist organisations to manage PCB’s. This Plan provides guidance on the management and phase-out of PCB containing equipment.

Local statutory requirements must be consulted to ensure organisations meet their full obligations regarding the handling, transport and disposal of PCBs. • Organisations should be aware of items on site which are likely to contain Award Magazine | 9

Legal Corner

Failing to Plan - Planning to Fail

I

Market Analysis

n these uncertain times a construction project requires a focused strategy, tightly drawn tactics and careful execution to ensure that the project is completed on time, on budget and to the required quality and risk profile.

Some requirements of a major project are essential to success and require special attention.

Stakeholder Management

The necessity is now acknowledged to map and monitor the interests of all the major participants/stakeholders in order to ensure all are mobilised in support of the project.

A project’s political, social and environmental context must be monitored so resources are available to respond to any difficulty that arises during project execution.

Program and Cost Management

There is now a heightened understanding that time is money and that the programming of the project by way of a logic and resource driven/constrained programme is essential.

This ensures that the programme is matched with the available resources and the expectations of its stakeholders.

The costing of the project must be properly modelled with the best available data to demonstrate robustness in the face of the likely and unlikely scenarios that may be encountered during execution. The scenario analysis coupled with a keen understanding of the economic and technical relationships underpinning the project often leads to re-design. This often significantly improves the cost-benefit ratios and is one aspect where a multidisciplinary approach can repair the results of tunnel vision by one or another discipline. An overly cautious design often introduces marginality into otherwise sound projects.

The contingency planning shaped by the scenario analysis is necessary to ensure that plans are in place to respond to cost or time over runs or exogenous shocks to the project environment.

Design

The design responsibility division between principal and contractor is often a major source of friction and mismanagement. Design

10 | Award Magazine

By Jim Doyle

to some degree is a responsibility that the principal cannot fully transfer. The precision of the definition of the responsibility borne by each party is of vital importance. Value engineering the design at crucial stages can deliver significantly enhanced outcomes for all stakeholders. This is particularly the case where the contractual arrangements ensure that a re-design delivers a win-win solution with benefits to both parties.

An important benefit of a contract is the clear definition of the risks and the clear allocation of the responsibility. The mechanics of monitoring and managing a project are increasingly being database driven; thus ensuring knowledge is not the first casualty of a torrent of uncoordinated information.

The current understanding that the principal can transfer little of the ultimate project risk has led principals to a more informed, involved and proactive management role on most major projects. In this model a principal takes the responsibility for key project decisions and initiatives in the interests of driving the project towards the key objectives, rather than relying on traditional legal remedies if the objectives are not met.

Planning the Procurement Process

The procurement process must be well-managed in order to achieve a proper sequence and duration of the key steps: 1. Market analysis 2. Market engagement 3. Competitive tendering 4. Contract Negotiation , and 5. Contract Establishment Expert advice on the structure and content of each of the steps is required before the project reaches concept design and basic feasibility.

With constraints operating in most Australian resource supply markets, it is important to survey the market’s capacity prior to the commencement of the execution of any major project. Contract packaging can often assist in avoiding market restraints for critical components.

The progressive briefing of tenderers and adoption of expressions of interest or early contractor participation models are now well recognised as the optimal route for many projects.

Resource Planning

Where the proposed project is thought to tax the resources available in any particular market or segment of the market, it is necessary to ensure that the execution of the project is supported by excellent resource planning, including: Contract management resources to service the overloads that are inevitably encountered if the contract is disturbed by external factors such as authority approvals or sub-contractor unavailability, or internal factors such as poor performance, management changes and IT difficulties. If the contract administrators are over-challenged, the delivery of the project can be imperilled.

Management resources for both contractor and principal must be available at critical times, particularly during contract establishment, early planning of the contract execution and during any recovery programs to ensure the planning and performance are optimal.

Handover or practical completion should also be tightly managed to avoid a sluggish completion with unresolved issues degrading effective performance during the main construction activities.

Leadership

The many responsibilities of those who lead the execution of major projects include proper strategic planning and monitoring during times when risk is not apparent, and the leadership to ensure any risks are managed competently by a team prepared and equipped to respond to challenges.

Jim Doyle Doyles Construction Lawyers

Disability Corner

Universal Design is not just ‘access’

By George Xinos

U

niversal design represents a paradigm shift in all areas of design, certainly not exclusive to that of the built environment.

It is an approach to design which enables use by the maximum possible number of users. Design traditionally has considered ‘accessibility’ a method of simply adding a set of features to an otherwise ‘inaccessible’ building or product. The term accessibility is often used to describe the fulfilment of measureable requirements and not necessarily how a building works for a wide range of users. Complying to the provisions of the BCA or an Australian Standard is an example of this, and this in itself presents as a stigmatising and segregating practice given that certain ‘additional’ features are identified with a distinct group of users. Accessible sanitary facilities and accessible car spaces are often labelled ‘disabled’ toilets or ‘disabled’ car spaces in general building nomenclature and rhetoric, which in its self is ambiguous and highly stigmatising.

The term Universal Design and what are now considered the seven principles defining Universal Design were first coined by Cornell and colleagues at The Centre for Universal Design – North Carolina State University (1997). These principles are outlined in the table below: The principles identified are broad in nature and certainly not prescriptive, which can be of benefit

for designers in developing novel solutions which go beyond the current concepts and expectations of ‘accessibility’, however they may also give rise to a number of other difficulties. One such difficulty is not having objective measures to compare design solutions to. Another significant issue is the designers’ awareness and understanding of the needs of a wider user group.

The standards associated with ‘access’ in Australia are developed by applying empirical data centered around research conducted on a sample representing 80% of the population. A large range of stakeholders is also represented during their development, inclusive of representative bodies of people with disabilities, building associations and consumer groups. While they do not provide evidence and solutions for all, they may however provide a knowledge base and extensive principles which can assist and provide guidance and inspiration for designers to draw upon when attempting to design Universally.

The Disability Discrimination Act (DDA) requires that premises and services need to be equitable and non-discriminatory and therefore suggests a likeness with the overriding principles of Universal Design whereby separate features are not provided for different user groups. An obvious example includes that all entries (not one alternative

entry) are designed without a step and an opening width which is accommodating for a greater group of users, be it a 20 year old athlete, an 80 year old man who uses a walking aid or 45 year old man who uses a wheelchair.

Omissions from this however include the 35 year old woman who has a double pram to negotiate through the door. Even though it is clear that the former would benefit from the wider doorways required by the wheelchair user, her needs have not been specifically considered other than through standardised building tolerances inherited through traditional building practices.

Many architects and designers have long considered the regulatory frameworks such as the BCA and Australian Standards as a set of constraints that can stifle creativity rather than consulting them and drawing inspiration from them in creating more usable environments which challenge formal and traditional architectural concepts while continuing to contest the stereotype that ‘accessibility’ does not correspond with high aesthetic standards. By nature the best examples of Universal Design are those which are seamless and ‘invisible’, complementing aesthetics and not differentiating between any user. A George Xinos Blythe-Sanderson Group

Principle

Definition

1. Equitable Use

The design is useful and marketable to people with diverse abilities.

2. Flexibility in Use

The design accommodates a wide range of individual preferences and abilities.

3. Simple and Intuitive Use Use of the design is easy to understand, regardless of the user's experience, knowledge, language skills, or current concentration level.

5. Tolerance for Error The design minimizes hazards and the adverse consequences of accidental or unintended actions.

6. Low Physical Effort The design can be used efficiently and comfortably and with a minimum of fatigue.

7. Size and Space for Appropriate size and space is provided for approach, reach, manipulation, and use Approach and Use regardless of user's body size, posture, or mobility.

Award Magazine | 11

Chart courtesy of Blyth-Sanderson Group

4. Perceptible Information The design communicates necessary information effectively to the user, regardless of ambient conditions or the user's sensory abilities.

WorkSafe Corner

Safety leadership begins at the TOP

By John Merritt

A

cross the country every day, individuals and companies suffer because of a failure of leadership.

In any organisation, people look to those directly above them for guidance and inspiration. They look for the example that determines how they will operate and what is expected.

A recent advertising campaign by WorkSafe Victoria had supervisors asking the people under them to do something dangerous.

Using black humour, the point of the campaign was to remind workers and their immediate boss to remember their basic obligations.

The impact on individuals is obvious.

As I write this a man is in a coma in a Melbourne hospital after his arm was torn off at the shoulder in an unguarded machine; several weeks ago a man received a massive electric shock when a machine he was working on hit power lines.

These are not unusual incidents. The basic causes are well established as are the means of preventing them In Victoria alone, the cost of treatment and rehabilitation of injured workers exceeds $1b dollars a year. These are people who are out of the workforce sometimes permanently or for a few months or weeks.

This is a massive cost to the community reflecting immense pain and suffering to individuals and families and avoidable, business costs.

WorkSafe’s records, and those of our counterparts across the country, are full of examples of human and commercial tragedy.

The boards, employers and managers who do not insist on high safety standards and have them

12 | Award Magazine

built into the production equation, not as an add-on, but as a fundamental part of doing business are the ones that will come out in front.

There have been many court cases where production needs were maintained at the expense of safety.

The trouble with this type of scenario is that the system can adapt, for a time, but everyone gets used to it and the potential dangers can be forgotten until it is too late.

Building good safety practices into the production or work schedule includes allowing time for repairs, maintenance and other delays.

Doing that means that everyone goes home at the end of the day.

I would argue that running a business is not just about providing a profit for the owners or a return for investors.

Increasingly companies, particularly listed ones are becoming interested in corporate-social responsibility.

It’s a concept that gives many benefits for the business, staff and is a successful means of ‘giving back’ to the community.

Supporting charities and environmental projects, many companies proudly report on their achievements in their annual reports and report to their staff and in many cases the stock exchange.

What does not often happen is for workplace safety achievements, and failings, to be mentioned in annual reports.

Making a public statement that you are not just interested in maintaining high safety standards, but delivering on them

and acknowledging things that have gone wrong can be difficult.

As a means of telling your organisation and the broader community that you’re serious the annual report is the place to do it.

Too often, defendants have told courts that they’ve done a lot since 'the accident’ to make improvements and that they are determined that it will never happen again.

If the improvements had been made before the problem was first identified, no one would have been in a position to have made that statement.

Disclosure of safety failings along with objectives also tests commitment to broadbased corporate performance and protects the interests of workers, the business and investors.

What WorkSafe has often found is that good safety performers have often been struck by tragedy in the past. They’ve learnt from it, belatedly, but the real tragedy is that others have not.

There is no shortage of examples. The media is full of them every day. Regulators around the country promote them, and industry groups, consultants and OHS trainers talk about them.

Most people try to do the right thing most of the time, but without the right leadership and set expectations from the top, complacency can set in.

The tragedy is that safety is often expressed as a corporate buzzword, rather than the foundation for effective leadership. A John Merritt Executive Director, WorkSafe Victoria.

technology Corner

Infrastructure’s Call to Action

T

here are critical global issues in which the world’s infrastructure assets - as well as the professionals around the world who design, build and operate the world’s infrastructure assets - have an important role to play.

Infrastructure provides the basic facilities, services and installations required for a community or society to function.

As infrastructure assets, they include not only public works like roads, bridges, water and sewer, but also private utilities, communications networks, facilities for manufacturing, housing, education and healthcare, among others.

Given the scope of infrastructure and the central importance of infrastructure to society at large, infrastructure is necessarily a central factor in achieving our sustainability objectives. Our collective quality of life, the sustainability of human society and the sustainability of the planet are directly dependent upon the services provided by infrastructure.

Meeting the basic human needs of everyone on the planet and the generations to follow inevitably implies development - electricity, clean water and sanitation systems, shelter and transportation and communication systems to provide access to critical services.

In short, meeting the basic human needs of all people in the world means more and better infrastructure.

As has been convincingly argued by some, until people reach a certain level of affluence, concerning themselves with global sustainability is a luxury they cannot afford.

For the 3 billion people living on less than $2 per day, the primary sustainability objective is simply to sustain themselves and their families for another day. If our goal is for all people to be concerned with global sustainability, then the prerequisite is to enable all people to enjoy a quality of life that affords them that luxury. This is a significant challenge for society, a significant challenge for the world’s infrastructure and a challenge for all of us as members of the infrastructure professions.

There is now an increasingly significant level of urgency surrounding the world’s infrastructure as well. There is an expanding spectrum of critical global issues jeopardising the world’s sustainability, including CO2 emissions, climate change, the availability of clean water and sanitation, chronic hunger, unsafe bridges, earthquakes, severe weather, terrorist attacks,

civil wars, coastal flooding, hazardous waste and depletion of non-renewable resources.

All too often, however, these twin objectives - being good stewards of the planet while developing the infrastructure to meet the basic needs of a growing global population - are seen as being at odds with one another. However, the logical result of this limited view - constraining development to achieve sustainability - either denies a large portion of the developing world the opportunity to live with the quality of life to which we in the developed world are accustomed, or requires those in the developed world to live with a significant reduction in the quality of life they now enjoy. Not only are these alternatives unworkable, they can easily become totalitarian if carried to their logical conclusion.

Meeting these twin objectives thus depends on how we choose to grow. It requires that we apply all of our human ingenuity, adaptability and pragmatism to a project of possibilities, not limits.

Sustainability is not a problem that we will solve and then move on. It will require constant, continuing and unrelenting attention. The issues and challenges surrounding sustainability are broad, complex and interrelated. To completely satisfy our sustainability objectives will mean more investment in infrastructure, not less. It will mean more economic development, not less.

In order to meet these challenges, technology firms must provide solutions that are

Society Improve quality of life by meeting and sustaining human needs

By Buddy Cleveland

comprehensive, interoperable and productive.

However, when it comes to addressing the elements of sustaining infrastructure society, environment and the infrastructure professions - vision, commitment and engagement are just as important as individual features of software applications.

In the end, sustainability is about nothing less than how we, as a global society, choose to live on this planet. Science alone will not dictate the steps we need to take to create a sustainable world. Science can only help us predict the consequences of the choices we make. Likewise, the market alone will not guide us to a sustainable world. The market’s invisible hand will efficiently optimise our investments within the bounds of its regulations and incentives, but we must make the fundamental choices as to those regulations and constraints.

Science and the market are powerful tools, but they are only tools - not altars. The road to a sustainable world will be paved by the vision, commitment, innovation, open-mindedness and pragmatism of infrastructure professionals. A Buddy Cleveland is Bentley’s Senior Vice President of the Applied Research Group.

Cleveland holds a Bachelor's degree in Engineering from Johns Hopkins University and currently serves on the advisory board for Hopkins’ department of civil engineering.

Environment Reduce unhealthy impact of human activity on the planet

Profession Address resource bottlenecs by working smarter and promoting career opportunities

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Project Profile: Parramatta

Transporting Parramatta

By David Said

Awards 2007 National Trust of Australia (NSW) Energy Australia Award "Conservation - Energy Management" 2007 CCAA Public Domain Awards "Public Artworks Winner" 2007 Chartered Institute of Logistics & Transportation Awards "Highly Commended" 2006 Royal Australian Institute of Architects (NSW) "Premiers's Award" 2006 Engineers Australia (Sydney Division) "Infrastructure Project Excellence"

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2006 Australian Steel Institute (NSW & ACT) Steel Awards "Architectural, Industrial & Commercial Steel Design Award" 2006 Master Builders Association National Awards "SIA Global Award - National Public Building over $50M" 2006 ACEA Awards for Excellence "Certificate of Recognition Transportation and Infrastructure"

Photos courtesy of Brett Boardman

The opening of the new and enlarged Parramatta Station in a year when soaring oil prices are forcing long distance commuters to turn back to public transport could not have been more timely, even though the need to rebuild it was first recognised a decade ago when it became clear that the capacity of the existing underground concourse - last upgraded in the late 1980s - had reached bursting point. At around the same time, there was a realisation that Parramatta needed to rethink its ageing central business district if it was to retain its position as Sydney’s second city and that the railway lines had become a barrier to achieving this. Happily, the new Parramatta Transport Interchange solves both problems.

T

he $200m interchange is a definite success story for the NSW Transport Infrastr ucture De velopment Corporation – not only did it open 10 months ahead of schedule, it also scooped up eight architectural and engineering awards. For Parramatta, the new structure provides an elegant and instantly recognisable commuter gateway to what will soon become a revitalised CBD and enhances the commuting experience by providing an emotionally calming transition through a spacious new underground concourse that can accommodate an expected 50% growth in passenger numbers by 2021. It also makes life easier for commuters by facilitating easy pedestrian access to the CBD on both sides of the railway lines via escalators, providing convenient access to a new entertainment precinct and seamlessly integrating with a new bus interchange large enough to connect

all city bus services to the station, both now and in the future The new Parramatta interchange was designed by HASSELL Ltd, who also created the much acclaimed Olympic Park Station, an experience that would have reduced the culture shock of working on a major NSW rail project - an undertaking that requires many disciplines and risk management procedures that are not a part of the average architectural design brief. Some of these are idiosyncratic – like the rule that all working drawings are orientated with the direction of Sydney’s Central Railway station at the left rather than pointing North. Others are far more serious, such as the consideration of mass evacuation and public safety issues in the event of a train catching fire, or (in the wake of recent events in London) even a terrorist attack. There is one other important distinction between Olympic Park, which was a greenfield project

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Project Profile: Parramatta

Parramatta is now the only railway station in NSW that displays every stage of the state’s architectural rail history from 1860 to 2008.

on a new line, and the new Parramatta Station.

The Parramatta project had to be built over and under New South Wales’ fourth busiest station, serving almost 55,000 passengers per day, with minimal interruption to rail services and very restricted possession times – it was never ever going to be easy.

Design Concept

In assessing the HASSELL solution, it is interesting to note that they themselves acknowledge strong historical links between past chief executives (including founder Colin Hassell) and the European Bauhaus School, because the Parramatta Rail Interchange provides a text book example of form following function. It is extremely practical, with almost all design parameters set by the operational needs of the client, yet at the same time, it achieves high aesthetic values, respects heritage, delivers environmentally positive operational outcomes and, above all, engenders a positive human emotional response.

This is because the architectural departure point for this station complex is the recognition that modern commuting is not a particularly pleasant experience and tends to be rushed, crowded and stressful, so the design objective was to provide a moment of calm in an otherwise hectic commuting day.

This effect was achieved by conception of the spacious new underground concourse as a peaceful, warm-white vault insulated from the hectic world at street level; and above ground by the use of large glass panels which admit natural light and air while providing shelter from the weather. Not surprisingly, when HASSELL Principal Ross de la Motte was asked, he nominated the instant when the passenger emerges from the restful calm of the underground concourse into the light, bright but still relaxing environment of the glass enclosed platform area as the “moment of truth” for this structure.

The new station structure has already

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achieved instant landmark status and the distinctive steel roof which appears to float above its glass walls is its visual signature.

Yet, like most of the other components of this project, the roof itself is shaped as much by practical constraints as by aesthetic principles.

It is, in fact, not solid at all, but vented along its length and around its perimeter to allow the fug generated by 55,000 passengers a day, the diesel fumes of the freight locomotives and the smoke that might result from a burning train to escape without compromising the comfort and safety of passengers. This has been achieved by weatherproofing the vents with a system of fixed glass louvres designed to exclude even driving rain – the angle of the topmost glass sheets having been determined by complex environmental wind analysis by Professor Bill Melbourne of Mel Consultants.

This sophisticated solution is then visually replicated at a lower level by steel canopies that provide shelter for passengers along the length of each of the external platforms.

Environmental Engineering

The new Parramatta Station was, of course, designed with environmental sustainability as a priority and one important achievement of the naturally vented roof design is that it also establishes the structure’s environmental credentials by eliminating the need for artificial temperature control within the public areas of the station – only the small office area, which is physically separate, requires air conditioning. The concourse is also notable for the excellence of its acoustic design, ensuring that public announcements can be made clearly and audibly at lower volumes which is an essential safety measure. Much of this audio clarity results from Arup’s design of the roof, with two layers of insulating material separated by an air space between the metal roof and the perforated metal ceiling to minimise the noise of falling rain and reduce reverberation.

Glass and steel are, of course, essential to

the impression of a weightless and natural light which is so much a part of the aboveground presence of this station. We tend to think of steel and glass in combination as modern choice of materials, but of course they have an association with railway stations that goes back a long way - a structure built at Grand Central Station in New York in 1900 was just under 30.5m wide by 198m long and constructed entirely of glass and steel.

However, since just about every aesthetic element in this building was driven by a practical need, there is an added advantage to choosing glass and steel in that they lend themselves to offsite pre-fabrication and rapid installation, meeting the need for components which had to be installed within very limited site possession times. The floating effect of the roof and the transparency of the building above ground level are also greatly enhanced by the minimal use of columns and the integration of hidden cladding drainage and electrical conduits within the framework structure of the roof. All the roof panel components were pre-assembled on site and hoisted and bolted into place. This sounds like a simple operation, but after designing the roof to meet the architect’s specification, Arup then finetuned the design with the contractor, Bovis-Lend Lease, to ensure that the pre-assembled panels could be speedily hoisted into place and fixed during very limited train-free possessions.

The interchange boasts a second signature feature in addition to its distinctive roof: the 150m concrete art wall visually linking the station to Darcy St on one side and the Argyle St bus interchange on the other. This impressive public sculpture by architect and public space artist Peter McGregor (McGregor Westlake Architects) is titled “Movement through Landscape”, depicts a symbolic concrete relief landscape with coloured vitreous enamel cups set into it to represent the people served by the system. Once again, this aesthetic solution has

Project Profile: Parramatta

“

The instant when the passenger emerges from the restful calm of the underground concourse into the light, bright but still relaxing environment of the glass enclosed platform area as the “moment of truth” for this structure.

a practical purpose. It is actually a screening wall hiding the structural components of the new concourse at street level – but McGregor has elevated it from a structural element to an artwork by the quality of his design and his execution of the finish, first soft etching the concrete panels to achieve a uniform surface free of casting marks, then polishing the relief areas to a high sheen that rejects graffiti and reveals the glittering granite aggregate incorporated into the concrete. Yet even McGregor’s sculpted wall did not escape the disciplines of rapid assembly. It was cast off site from just three master moulds which were rotated to provide 22 repeat panels and cast to very tight specifications by Precast Concrete Products P/L to ensure the smooth and continuous “wallpaper” effect.

Construction

A lot of the ingenuity and creativity that produced the Parramatta Transport Interchange is visible from inside and outside the building, but much more is not. This is particularly true of the innovative engineering works by Arup, many of which were purely temporary and only served to support the railway lines and existing concourse while work was in progress. Because of the complex interdependency of existing, temporary and new supporting works and the need to transfer loads between the old and new railbridges within a single weekend possession, Arup not only designed the temporary and new permanent systems, but also had resident engineer Andrew Henry on site to work in close cooperation with RailCorp NSW to ensure they had the confidence to run trains over the new works within hours of their completion. These major works included the installation of two 84-tonne rail bridges to carry passengers and trains, pre-assembled and then lifted into place during the two weekend track possessions. In fact, Andrew Henry recalls that the two 52 hour weekend possessions were actually reduced to about 33 construction hours, since RailCorp testing of the new works had to commence around 19 hours before the first train ran at 5 am on the Monday morning.

Many other engineering challenges also arose from the need to keep rail services running as normally as possible while replacing essential structural elements such as retaining walls, bridges and supporting columns. One of these was the necessity to remove half of the supporting columns of the original structure in order to improve passenger traffic flow within the new and enlarged concourse. These were replaced by large steel underpinning beams supported

by new columns which were sunk up to two metres deeper than the existing foundations, a tricky operation utilising extensive temporary piling since the foundations were carrying live rail loads. Important improvements were also required to the platforms themselves, a job made more difficult by the fact that the railway lines curve as the trains enter the station.

The project team widened, straightened and lengthened the four platforms to provide safer access for passengers and reduce overcrowding as the system expanded .

Even the construction of something as apparently straightforward as an escalator shaft was complicated by the fact that the escalators were wider and deeper than the original stairs and their installation would have undermined existing eight metre high retaining walls supporting the platforms and tracks. The ingenious solution to this problem involved a “top down bottom up” construction technique that used the platform slabs themselves as lateral anchors for new retaining walls built from underneath them, allowing the original retaining walls to be demolished – and all without interrupting normal rail services.

The design and construction of the bus concourse was a major project in its own right. Buses had previously terminated all around the CBD and it was essential to create a central bus station that integrated seamlessly with the new station concourse for the convenience of commuters and shoppers. This in turn required the clearance of a large passenger pick up area off Argyle St and the lowering of the surface of Argyle Street itself to enable a new buses-only subway to be excavated beneath the railway lines in order to facilitate bus access to the new terminus.

Heritage is obviously another priority in this historic precinct and dropping the level of the road surface solved one problem and created another, since it left the entrance to the original 1859 station building suspended in mid-air.

This shortfall was overcome by designing a flight of stairs from the new street level to the original portico in the appropriate style of the period. This original 1859 station building has not only been retained and preserved, but actually restored, since a section that had been demolished at the western end in the past was rebuilt, recreating the original external proportions. It is one of several earlier buildings - including a 19th century signal box and an important 1940s platform building listed on the Heritage Schedule by Godden, Mackay, Logan and integrated with the new structure. All these heritage buildings have been painted in a rich burnt umber which

visually unifies the heritage of the station and, as railway heritage expert Peter Phillips (Orwell & Peter Phillips Architects) points out, Parramatta is now the only railway station in NSW that displays every stage of the state’s architectural rail history from 1860 to 2008.

Outcome

By taking the city’s mass transit needs into the future, the new Parramatta Transport Interchange is an essential first step in creating an exciting new CBD for Parramatta. Dramatic changes have already occurred on the southern side of the railway, previously occupied by an aging Westfield retail complex and run down low rise and strip shopping. Here Westfield have responded to the increased traffic and ease of access delivered by the new rail and bus facility by building a multiplex cinema and ground floor restaurant complex adjoining the new bus station, with an underground shopping connection to the concourse for pedestrians and commuters. A large adjacent block has also been cleared and will become the site of a major new commercial development by St Hilliers for which HASSELL has been awarded the design contract.

However it is on the north side of the railway line, with the interchange now effectively linking Parramatta to the CBD from all sides, that truly dramatic changes will take place.

The most important of these will be the new $1.4b Civic Place development due to start work in 2008 and be completed by 2012.

Civic Place, which will effectively rebuild the CBD, will retain the historic City Hall and Methodist church while incorporating brand new council offices and a new library, art gallery and child minding centre alongside a range of residential, retail and commercial developments that will include a new headquarters building for Sydney Water. Stand by for a new Parramatta that will surely fulfil its potential as the Sydney‘s second city. A

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PROJECT DIRECTORY | PARRAMATTA TRANSPORT INTERCHANGE ACCESS CONSULTANT U Accessibility Solutions

FAÇADE CONSULTANT U Connell Wagner

QUANTITY SURVEYOR U Davis Langdon Australia

ACOUSTIC CONSULTANT U Arup Contact: Peter Bailey Level 10, 201 Kent Street Sydney, NSW 2000 P: 02 9320 9320 F: 02 9320 9321 www.arup.com

FAÇADE ENGINEER U Arup Contact: Peter Bailey Level 10, 201 Kent Street Sydney, NSW 2000 P: 02 9320 9320 F: 02 9320 9321 www.arup.com

SAFETY & RISK CONSULTANT U Arup Contact: Peter Bailey Level 10, 201 Kent Street Sydney, NSW 2000 P: 02 9320 9320 F: 02 9320 9321 www.arup.com

ARCHAEOLOGY U Godden Mackay Logan Heritage Consultants 78 George Street, Redfern Sydney, NSW 2016 P: 02 9319 4811 F: 02 9319 4383

FIRE ENGINEER U Stephen Grubits & Associates

SITE DECONTAMINATION U ENSR Australia Contact: Melissa Level 5, 828 Pacific Highway Gordon Sydney, NSW 2073 P: 02 8484 8999 F: 02 8484 8907 www.ensr.com.au

ARCHITECT U HASSELL Contact: Ross de la Motte 88 Cumberland Street Sydney, NSW 2000 P: 02 9101 2000 F: 02 9101 2100 www.hassell.com.au ARCHITECT / ARTIST U McGregor Westlake Architecture Level 5, 68-72 Wentworth Avenue Surry Hills, NSW 2010 P: 02 9211 3171 F: 02 9281 3171 www.mwarchitects.com.au Design of the concrete "Art" wall that surrounds the interchange.

CHEMICAL SAMPLING, ANALYSIS & TREATMENT U ENSR Australia Contact: Melissa Level 5, 828 Pacific Highway Gordon Sydney, NSW 2073 P: 02 8484 8999 F: 02 8484 8907 www.ensr.com.au CIVIL CONSULTANT U Sinclair Knight Mertz ELECTRICAL ENGINEER U Lincolne Scott ENVIRONMENTAL CONSULTANT U ENSR Australia Contact: Melissa Level 5, 828 Pacific Highway Gordon Sydney, NSW 2073 P: 02 8484 8999 F: 02 8484 8907 www.ensr.com.au Additional Offices: MELBOURNE VIC 03 8699 2199 BRISBANE QLD 07 3606 8900 NEWCASTLE NSW 02 4911 4900 DARWIN NT 08 8981 2698 Prior to site redevelopment, ENSR Australia (formerly HLAEnvirosciences Pty Ltd) assessed the hazardous materials in the existing buildings to be demolished, assessed the land contamination potential of the site and advised on remediation, waste management and occupational health and safety management.

U Arup Contact: Peter Bailey Level 10, 201 Kent Street Sydney, NSW 2000 P: 02 9320 9320 F: 02 9320 9321 www.arup.com ENVIRONMENTAL WIND ANALYSIS U MEL Consultants

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GEOTECHNICAL CONSULTANT U Arup Contact: Peter Bailey Level 10, 201 Kent Street Sydney, NSW 2000 P: 02 9320 9320 F: 02 9320 9321 www.arup.com HEALTH & SAFETY CONSULTANT U ENSR Australia Contact: Melissa Level 5, 828 Pacific Highway Gordon Sydney, NSW 2073 P: 02 8484 8999 F: 02 8484 8907 www.ensr.com.au HERITAGE CONSULTANT U Godden Mackay Logan Heritage Consultants Contact: Sheridan Burke 78 George Street, Redfern Sydney, NSW 2016 P: 02 9319 4811 F: 02 9319 4383 P: 02 9318 7500 www.gml.com.au U Orwell & Peter Phillips Architects Contact: Peter Phillips Suite 19, 44 Bridge Street Sydney, NSW 2000 P: 02 9251 6066 F: 02 9241 7075 www.opp.net.au U Clive Lucas, Stapleton & Partners Pty Ltd

STRUCTURAL ENGINEER U Arup Contact: Peter Bailey Level 10, 201 Kent Street Sydney, NSW 2000 P: 02 9320 9320 F: 02 9320 9321 www.arup.com SURVEYOR U Hard & Forester TECHNICAL ADVISOR U MAUNSELL TRAFFIC CONSULTANT U Parsons Brinckerhoff Contact: Dick Fleming Level 27, Ernst & Young Centre, 680 George Street GPO Box 5394, Sydney, NSW 2001 P: 02 9272 5174 F: 02 9272 5101 www.pbworld.com TRANSPORT PLANNING CONSULTANT U Arup Contact: Peter Bailey Level 10, 201 Kent Street Sydney, NSW 2000 P: 02 9320 9320 F: 02 9320 9321 www.arup.com

U Tropman & Tropman HERITAGE INTERPRETATION U Godden Mackay Logan Heritage Consultants 78 George Street, Redfern Sydney, NSW 2016 P: 02 9319 4811 F: 02 9319 4383 HYDRAULIC ENGINEER U Lincolne Scott LIGHTING U Lincolne Scott MECHANICAL ENGINEER U Lincolne Scott POLLUTION CONTROL U ENSR Australia Contact: Melissa Level 5, 828 Pacific Highway Gordon Sydney, NSW 2073 P: 02 8484 8999 F: 02 8484 8907 www.ensr.com.au

VERTICAL TRANSPORTATION CONSULTANT U Arup Contact: Peter Bailey Level 10, 201 Kent Street Sydney, NSW 2000 P: 02 9320 9320 F: 02 9320 9321 www.arup.com WAYFINDING SIGNAGE U Hermes Identity Contact: Kevin Dogan Suite 1, Level 4, 58 Kippax Street Surry Hills, NSW 2010 P: 02 8705 6015 F: 02 9211 4381 www.hermesidentity.com.au Hermes Identity ia s Sydney based environmental graphics consultancy specializing in way-finding. We have been wayfinding signage for CityRail stations and Transport Interchanges since 2002. Other clients include Transport Infrastructure Development Corporation, NSW Maritime, NSW Ministry of Transport & STA Buses.

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A PERFECT PARTNERSHIP A joint development for the Australian Red Cross Blood Service and Queensland University of Technology in Brisbane sets new standards for health and education facilities

By Jodie Thomson

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Photos courtesy Scott Burrows

Project Profile: Red Cross

I

t was always going to be a match made in heaven. Baulderstone Hornibrook has joined forces with Queensland University of Technology (QUT) to create a purposebuilt structure to house the Australian Red Cross Blood Service (ARCBS) centre and QUT's health facilities. Situated in the university’s Kelvin Grove Urban Village, the newly completed development offers dynamic technology and research synergies between the two organisations, with close proximity to the rest of the university campus and Brisbane’s central business district.

The $100m project, designed and constructed by Baulderstone Hornibrook, has successfully overcome the design challenges of creating a single structure to accommodate a diverse mix of functions, such as the ARCBS laboratories and the QUT sports facilities.

The building includes a total floor area of

“

The structure had to complement the other buildings in the village and couldn’t be built in isolation.

20,000 square metres and comprises a pair of five-storey buildings, joined by an openair atrium. The ARCBS Brisbane Operations Centre is located in the northern structure and QUT’s health clinics and facilities in the southern structure. The southern structure also includes a level that was intended to be commercially tenanted, and this has become the new Baulderstone Hornibrook head office in Brisbane. There are also six retail shops on the ground floor with street-frontages onto Musk Avenue, the main strip of the Kelvin Grove village.

BACKGROUND

The project was instigated by the ARCBS, which was previously struggling to function in the ageing, converted office building it had occupied for 40 years. It called for expressions of interest for a new 8000sqm state-of-the-art operations centre, and appointed Baulderstone Hornibrook to manage the design and the development of the project. The management was handled initially by Baulderstone’s development arm, Capital Solutions, which has since been acquired by Alba Capital.

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Illustrations courtesy of PDT Architects

Project Profile: Red Cross

“

We selected relatively maintenancefree materials where possible, and continued many of the external finishes into the interior.

The innovative partnership with QUT resulted after Baulderstone Hornibrook approached the university with the idea of locating the ARCBS centre in the Kelvin Grove Urban Village, close by the university’s Institute of Health and Biomedical Innovation.

The project was structured with ING Health Funds Ltd as the building’s owner, with QUT allowed to retain ownership of the land under ground lease tenure.

STRUCTURE + DESIGN

There were numerous challenges faced by the project’s design architects, PDT Architects. They had to create a structure that would suit the diverse needs of its two major tenants and meet the budget requirements of the project. In addition, the building’s design had to satisfy a range

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of stringent guidelines set by Kelvin Grove’s own design team, which aimed to ensure all new structures in the village had a cohesive aesthetic and practical performance.

“We had to work with all the parties involved,” says Jim Blacket, associate architect with PDT. “The structure had to complement the other buildings in the village and couldn’t be built in isolation.”

Designing this structure involved taking into account surrounding buildings, such as university buildings that would look down onto the new structure’s roof, or the scale of nearby heritagelisted barracks.

“It’s an overall concept approach,” Blacket says.

The resulting design is a compact structure that is actually two buildings joined by an internal, roofed street. The five-storey buildings include two basement levels of

common parking and a common lift core.

“The main design philosophy is this internal pedestrian street that acts as an access spine to the building,” says Jim Blacket.

“It forms the main entry off this lovely park, and flows through the building to link to the rest of the precinct.”

Within the soaring pedestrian atrium are several bridge links that sit in the middle of the void space, adding a sense of drama and scale to the building’s entry point. The atrium is also designed to be partly open to the elements, giving the main building a further sense of connection to the street outside and surrounding precinct.

“If it rains very heavily it was designed that some misting rain could come in through high-level louvres and it is partly, naturally ventilated,” Blacket says.

In keeping with Kelvin Grove’s design guidelines, the building’s design was also aimed to maximise its energy efficiencies.

“There was a lot of work to make it environmentally efficient,” says architect Jim Blacket.

A diverse range of materials used on the building’s exterior and interior structure add visual texture and interest, but also provide environmentally friendly, hardwearing surfaces.

“We selected relatively maintenance-free materials where possible,” says Blacket. “And continued many of the external finishes into the interior.”

Pre-cast concrete panels work with coloured concrete blocks in split-faced and polished finishes. Concrete throughout the building was supplied by Boral Resources Qld, and concrete placement and finish was handled by Shepards Contracting.

Natural ventilation is achieved with the extensive use of fixed louvres at the entry points, and lines of louvres at the roof level. Natural light is maximised through generous sized glazing around the building’s exterior, with a frosted film providing privacy at lower levels.

“On the roof, Danpalon luminescent polycarbonate roofing panels let the light in”, says Blacket. The Danpalon roofing panels, supplied and installed by the Haggarty Group, in fact originated from Israel.

CONSTRUCTION

There were also many complexities and challenges to be overcome during the construction phase of this project. First, was the need to complete the construction with minimal disruption to other residents, students and businesses in the precinct. In addition it was a challenge to manage the construction of such a complex and diverse project.

“One main difficulty was that there were initially two separate fitouts as well as the base building and three separate architects from two different companies,” says John O’Sullivan, one of the site engineers on the Baulderstone Hornibrook construction team for the project.

Dealing with these challenges required a carefully planned construction methodology to ensure each stage of the construction phase ran smoothly and swiftly. For example, the precast panel system installed around the perimeter of the building was a simple, efficient method of cladding the entire structure.The precast concrete cladding used on the building was supplied by Precast Concrete Products.

There were also some access difficulties on the site.

“The building took up the whole of the site, so we required dedicated loading zones on Musk Avenue that were there for the entire job,” says O’Sullivan.

Construction of the main structure was relatively straightforward. It was primarily built from reinforced concrete construction with some post-tensioned slabs, which were supplied and installed by Structural Systems. The basement was constructed in permanent excavation support. Suppliers for materials here included Smorgan Steel Reinforcing, for traditional reinforced slabs, Steelfixing Australia for the reinforcement fixing and Robert Bird & Partners for the reinforced slab design.

Along with the pre-cast concrete units, the building was clad with glazing and a polycarbonate façade.

The only structural steel work required was in the southern building, to the roof of a sports hall as part of QUT’s health facilities, and in the plant enclosure on level four of the ARCBS building.

Structural steel for the project was supplied and installed by Gay Constructions.

Construction took almost two years, starting in May 2006, and finishing in April this year.

Timing for the project remained largely on track through the construction phase. The contract covering the ARCBS section of the building contained an acceleration clause with a bonus for early completion.

“That got brought forward by about two and a half months, as they needed to move in from their offices in the city,” says John O’Sullivan from Baulderstone Hornibrook.

The Baulderstone Hornibrook offices and the QUT health clinics in Optometry and Podiatry are also fully completed and occupied, while fit-outs on the remaining QUT facilities, including the sports centre, will be completed by early 2009.

In terms of the interior construction and fit-out, the building’s design allowed some efficiencies in the construction phase, with all common areas grouped to the central, linking space between the main twin structures. The common entry foyer, situated within the pedestrian atrium, leads to a common lift well shared by the two structures.

ARCBS OPERATIONS CENTRE

The new ARCBS Brisbane Operations Centre is a far cry from the old office block that housed the blood service’s Queensland headquarters for the previous 40 years.

The new centre offers administrative

includes a cooling system that could cope for at least four days. It uses three PowerPax chillers coupled to Muller 3C coolers which allow cooling without the need for condenser water supply under emergency conditions.

QUT HEALTH FACILITIES

offices, plus cutting-edge technology in its laboratories and processing facilities.

The hospital-grade facilities required for the blood service resulted in a high level of complexity for the interior fit-out, designed by S2F. “They were working in mid-20th century buildings in the middle of the CBD, in offices converted to labs,” says Richard Sale, senior associate with S2F. “What we did was completely transform their operational methodology from secondrate to relatively state of the art, with two floors of analytical and working laboratories.”

The new laboratories are now equipped with the specialised environment required for advanced research and processing, with features such as air filtration systems and dedicated ‘clean’ rooms for research and development.

The ARCBS fitout occupies the ground floor, Levels 1 and 2 and part of the basement of the northern structure. The ground floor contains the blood processing laboratories and distribution centre, where the blood arrives from external sources and is sorted. A special component of the ground floor fitout were several oversized freezers capable of reaching temperatures of -40 degrees Celsius, required to store the blood products.

One particular design and construction challenge of the ARCBS fitout was a requirement that the building must be able to operate for four days after a disaster. To cope with this, two separate power supplies were connected to service the substation and the building contains two 1,000 kVA 400 Volt prime-rated diesel generator sets, supplied by Energex, which can operate independently of an external power supply for four days. Even the airconditioning system, supplied by Hastie Air Conditioning,

The northern structure of the building houses QUT’s health services and research faculties, which include a multi-function mix of facilities. The interior fitout of this section of the building was designed by PDT Architects.

The main three levels contain practical consultation rooms for students studying podiatry, optometry and human movement studies, in addition to lecture and tutorial rooms and several computer laboratories. The Health Clinics in Podiatry and Optometry have already opened, and the remaining teaching clinics will open progressively for the remainder of the year and will be fully operational in early 2009.

The QUT facilities include a Physical Activities centre, which was also fitted out by PDT and will open later this year, and features an indoor 25-metre pool, a gymnasium and multi-purpose indoor sports court.

The pool was designed by Garry Wenck Consulting Hydraulics and Structural Engineer, and constructed

by Florida Construction. The rubber sports flooring for the sports court was supplied and installed by Aura Sports. The Centre will be used by QUT for teaching and research, but will also be open to the public.

In designing the fitout of the health clinics, PDT Architect used a fresh design and contemporary colour palette to satisfy the university’s functional requirements but also work aesthetically with the rest of the Kelvin Grove Urban Village.

Zoe Gatt, an interior designer with PDT who worked on the fitout said they aimed for a casual, informal feel in the spaces, using central and visual meet-and-greet zones and a mix of relaxed seating and intimate lighting on each level.

“It creates a serene and calming atmosphere and sense of familiarity between each QUT discipline in which patients could relax,” Gatt says.

A PARTNERSHIP SUCCESS

This project is the perfect example of a new approach to developments within educational precincts, where innovative partnerships unite distinct yet related organisations, like the ARCBS and QUT, under the one roof. The successful completion of this project highlights the many benefits of such partnerships, from design and construction cost-savings, to efficiencies in running costs and the practical synergies of sharing resources and information that can flow from positioning two such organisations side by side. A

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PROJECT DIRECTORY | AUSTRALIAN RED CROSS

ACOUSTICAL ENGINEERING U ASK Consulting Engineers Contact: Gillian Adams 23 Leichhardt Street Spring Hill, QLD 4075 P: 07 3831 7511 www.askce.com Acoustic separation was important to ensure the coincident operation of all facilities in the one complex (QUT versus ARCBS) did not adversely impact upon the others operations.

The environmental requirements for surrounding residential areas had to also be complied with. Vibration separation was a significant issue and required a high level of structural vibration isolation design to adequately separate the vibration sensitive operations such as laboratories from sources of vibration including the swimming pool and sports hall.

ARCHITECT U PDT Architects Contact: Jim Blacket 184 Wharf Street Spring Hill, QLD 4000 P: 07 3232 1300 F: 073232 1350 www.pdt.com.au ARCHITECT - LAB FITOUT U S2F Pty Ltd. BLOCKWORK U United Brick CEILINGS & PARTITIONS U TAF Internal Linings CERTIFIER U Philip Chun & Associates CIVIL ENGINEER U Robert Bird & Partners CONTRACTOR U Baulderstone Hornibrook Contact: Michelle Lee Level 3, 44 Musk Avenue, Kelvin Grove Brisbane, QLD 4059 P: 07 3835 0555 F: 07 3832 0269 www.bh.com.au Baulderstone Hornibrook was responsible for the development management role in addition to the design and construction of this project.

CONTROL PANELS U Ramdraft Pty Ltd. Contact: Rob McDonald Unit 39, 65-67 Canterbury Road Kilsyth, VIC 3137 P: 03 9761 8588 F: 03 9761 8577 www.ramdraft.com.au

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DEVELOPER U Baulderstone Hornibrook Contact: Michelle Lee Level 3, 44 Musk Avenue, Kelvin Grove Brisbane, QLD 4059 P: 07 3835 0555 F: 07 3832 0269 www.bh.com.au DIRECT DIGITAL CONTROLS U Ramdraft Pty Ltd. Contact: Rob McDonald Unit 39, 65-67 Canterbury Road Kilsyth, VIC 3137 P: 03 9761 8588 F: 03 9761 8577 www.ramdraft.com.au ELECTRICAL ENGINEERING U Ramdraft Pty Ltd. Contact: Rob McDonald Unit 39, 65-67 Canterbury Road Kilsyth, VIC 3137 P: 03 9761 8588 F: 03 9761 8577 www.ramdraft.com.au Providing turnkey industrial automation and process control systems worldwide since 1979. Big or small, offering design, drafting, management, procurement and installation works through to implementation, commissioning, documentation and training. Specialising in scada and PLC can provide full QA with GAMP compliance. Ramdraft have the experience and expertise to get the job done - from concept to completion.

ELECTRICAL SERVICES U O'Donnell Griffin Contact: Allen 34 Corporate Drive Cannon Hill, QLD 4170 P: 07 3318 6888 F: 07 3318 6887 www.odg.com.au U Bassett Consulting ENVIRONMENT U LeVert Environmental Contact: Mike Bennett 6 Moonah Street Chapel Hill, QLD 4069 P: 07 3878 7107 F: 07 3878 7107 levert@bigpond.net.au Conducted contaminated land assessment and remediation of the site at commencement of construction. Part of the site was an old waste dump.

FIRE EXTINGUISHERS U Action Fire Extinguishers Pty Ltd. FORMWORK U Heinrich

GENERAL HIRE U Advance Rentals HYDRAULIC SERVICES U Sinclair Knight Merz (SKM) Contact: Mark Richards Level 17, 144 Edwards Street Brisbane QLD 4000 P: 07 3244 4639 F: 07 3244 7130 www.skm.com.au U Christopher Contracting Pty Ltd. LABORATORY FURNITURE U KPD Pty Ltd. MECHANICAL SERVICES U Bassett Consulting PRECAST CONCRETE U Precast Concrete Products QUANTITY SURVEYORS U Rider Hunt RECYCLE PAPER COLLECTION U Veolia - Collex REINFORCEMENT SUPPLY U Smorgon Steel Contact: David Harris 22 Ellison Rd Geebung, QLD 4034 P: 07 3265 0203 F: 07 3865 6612 www.smorgonsteel.com.au STRUCTURAL ENGINEER U Robert Bird & Partners SUNSHADE SUPPLIER U Lowline Pty 11 Williams Street Blackstone, Qld 4304 P: 07 3816 5600 TILING U Multifix Tiling WATERPROOFING SUPPLIER U Chemind Construction Products 74 Annie Street Rocklea, QLD 4106 P: 07 3255 5755

DOYLES CONSTRUCTION LAWYERS

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www.doylesconstructionlawyers.com.au Email: doyles@doylesconstructionlawyers.com

Economic Trends

CONTROLLing THE PROJECT BUDGET Maximise your profits with these strategies to conceive, develop and monitor project budgets

By Jodie Thomson

I

t’s one of the biggest challenges that project managers (PMs) face in their jobs – controlling budgets in major construction projects. So what is the secret to keeping budgets under control and why are so many firms chronically plagued by budget problems?

The secret is that there is no secret. Design firm executives and PMs who consistently control their budgets, and make every project profitable, take a disciplined approach to developing, forecasting and monitoring their budgets.

It’s important first to understand the main elements of the project budget. When a design firm receives payments from the client, that fee is usually divided to pay five components. These include: Direct labour: the salaries of the people who will perform the work.

Overheads: public holidays, annual leave, sick leave, employee benefits, rent, vehicles, administrative staff, etc.

Other direct costs: consultants' fees, travel costs, printing fees, and other related out-ofpocket expenses.

Contingency: a cushion to handle unforeseen problems.

Profit: the necessary reward for the owners of the firm for assuming business risks.

Five budgeting methods

There are also five typical methods to budget a design project. The first four methods are most common, and the fifth reflects what happens on many typical projects. Consider using as many of the four budgeting methods as possible on every project. At a minimum, use at least two methods.

This creates “checks and balances”, allowing the hidden pitfalls in each method to be compensated for by the strengths of the others.

1. Upward or zero-based budgeting.

This starts at the most detailed level and moves upward.

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Using the project plan task outline, estimate the staff hours required to complete each task and the direct hourly labour rates, then multiply those estimates to calculate direct labour costs.

Next, add the overhead costs as a percentage of those direct labour costs, estimate other direct costs (such as airfares, printing, and subcontractors) for each task and add appropriate contingency costs. Finally, add the desired profit.

The advantages of the zero-based budgeting approach include: • it forces the PM to thoroughly plan the job before creating budgets.

• it provides the PM with baseline information for monitoring and controlling the project.

• it records commitments made by the responsible individuals involved in estimating the level of effort required for each task.

• it develops the resource information needed to calculate labour requirements.

• when completed during the proposal stage, it provides invaluable information during contract negotiations. It also forms an excellent foundation for future variations.

• forecast against the project schedule for each task, it generates cash flow information.

Despite all these advantages, the zero-based budgeting method also sets the stage for PMs to pile contingency upon contingency when examining each individual task, which can ultimately overbudget the job.

2. Downward budgeting. This starts at the opposite direction from upward budgeting. The assumption is that the value of the project has been established, so it is known what the client is willing to pay to complete the work.

The budgeting process starts with a total price (fee) that is not necessarily related to the cost of actually performing the work. The price has been established using some method other

Ling than adding all the costs, including profits. Once the total fee is established, budgeting involves subtracting the profit to determine the firm’s total costs. Contingency, direct expenses and overhead factors are then subtracted until you have the direct labour dollars to pay for the project team to do the actual work. This is the critical point in the downward budgeting process. In this case, the dollars available for direct labour costs dictate the scope of work that can be performed. Too often, the tendency is for PMs to squeeze a scope of work, determined by their assessment of what the project requires, into a budget that has been determined by subtracting the non-direct labour costs from a client-imposed maximum fee.

Projects undertaken for fees based on this method require careful planning and control.

The PM must understand that they are starting with an assumed fee, and it is critical that the scope of work be developed to match this fee — not the reverse.

The major advantage of downward budgeting is that it does establish a project budget that will meet all the firm's financial goals as long as the scope of work complies with the client’s requirements. In addition, it is based on the client’s fee requirements and should therefore meet those expectations.

The primary disadvantages of downward budgeting revolve around its tendency to not match the final budget and the scope that the project team believes is required.

Here are some things the PM can do to avoid these pitfalls: • ensure a high degree of team buy-in.

• align final budgets to each individual task so that the PM is provided with essential planning information.

• ensure there is a viable way to express levels of effort required for the various tasks.

3. Unit price budgeting. This budgeting process is based on estimates of the number of units of work performed and the number of hours or dollars per unit. Examples of unit price budgeting tools include: dollars per drawings, percentage of construction costs, dollars per square metre of office space, and dollars per metre of boring.

To use unit cost budgeting with the best possible accuracy, it’s necessary to define carefully the exact scope of work contained in commonly understood units and then compile historical costs.

The main advantage to unit price budgeting is that it provides an objective estimate based

on actual historical costs. If the actual costs are being tracked with accuracy, these factors can take much of the subjectivity out of the estimating process.

The major disadvantage is that very few projects are exactly alike. Even if two tasks were identical, the second time the task is performed, its cost should be less because of the experience from the first.

Also, unless the cost budgeting approach is aligned to the lowest level of detail of the task outline, it does not provide the PM with the quality of planning information that can be obtained from the zero-based budgeting method.

4. Staffing level budgeting. This works particularly well for very small projects, such as a small design project that will take a total of six weeks. You know you are going to use 100 per cent of Fred’s time on the project, 50 per cent of Bill’s time, and 25 per cent of Matt’s time, and some clerical help will be needed for about 33 per cent of the time. You multiply the hours needed times the billing rates and add the other direct costs and/ or contingency to arrive at the fee.

Budgets prepared using this method are at best “gut feel” numbers. Usually the scope of work is not well defined. So, they should not be relied upon as the only way to budget a project.

This budgeting method works where the specific tasks for the new project are not yet well defined. However, from experience you do know the number and type of team members that were used on a similar project.

Until the actual scope of work is set, an initial budget assuming those same staffing levels is established. This type of budgeting should not be used to develop fixed prices for new scope of work, since it has not yet been defined. As soon as the actual scope of work is developed, the task outline can be finalized and upward budgeting must be done.

5. Real world budgeting. In reality, budgets are typically established by a combination of upward and downward methods. The project team budgets the project using the upward method and arrives at a proposed fee to accomplish the project.

If the proposed fee exceeds what the firm believes it can achieve, the downward budgeting process is initiated to attempt to lower it. This process continues until the PM arrives at a project budget and fee that both looks and feels right.

No matter how the budget was created, it must be translated into the zero-based budgeting format to allow monitoring and control. Each task must have a budget, and the total of all task budgets must equal the project budget.

Budgeting the project is a challenge for the most experienced PMs. Many of these challenges can be overcome by following the project management plan process. Develop the scope of work and break it into the tasks needed to complete the work. Then plan the work by sequencing the tasks in the most logical order, with all the dependencies identified.

Schedule the tasks to meet commitment dates, and then budget individual tasks on the schedule.

Using the four budgeting methods in

combination, fine-tune the project budget and get commitment of the team members responsible for each task.

Monitor project’s financial status

The key for PMs to successfully control the budget after it has been established is to ensure that the financial performance goals of the project are met.

Here’s how: 1. Monitor the work done.

2. Seek additional fees for extra work.

3. Get authorisation for extra work.

4. Review preliminary invoices immediately.

5. Review all final invoices.

6. Give the project accountant required information for invoicing.

7. Review subcontractor invoices.

8. Review invoices for other expenses.

9. Invoice clients promptly.

10. Review time sheets weekly.

Overcoming budget problems

So what do you do if your project gets away on you in spite of your best efforts? Here are some strategies to overcome budget problems and regain control.

• Examine the figures. Before making changes, be sure you’re really over budget. Check all charges of time and expenses.

• Check to be sure everything you’re doing is required in the scope of works. If something is not, stop work, or get additional client funding.

• Examine each task. Be sure that only experienced people work on those activities requiring judgment and only junior people work on tasks that merely require persistence.

• Shorten the schedule and work overtime.

This reduces coordination costs by minimising the number of people working on the project. It will also cut overhead costs because overtime hours do not carry the same burden as regular hours.

• Stop evaluating alternative solutions. Go with what you know will work and don’t change unless someone convinces you that what was selected won’t work.

• Renegotiate consultant contracts. If the total budget is in trouble, perhaps subcontractors caused aspects of the problems. If so, you may be justified in renegotiating their contracts.

• Use temporary help. The firm can save payment of some fringe benefits by using temporary help.

• Be a squeaky wheel. If your project is over budget, don’t hide it. If you inform everyone in the firm that you are in trouble, those who might otherwise charge a random hour to your project will think twice. And, people on your team will know to work together to salvage the project.

• If all else fails, ask the client for a budget or fee increase. If the scope or other circumstances have changed, don’t be afraid to go back and ask for extra fees. Remember – always ask the client for what you need to be successful. Their success depends on your being successful as well! A

Award Magazine | 27

Project Profile: royal women's hospital

delivering modern healthcare

By Natasha Granath Just six hours after Victorian Premier John Brumby cut the ribbon on the Royal Women’s Hospital the first baby was delivered inside the building’s pristine new walls.

I

t wasn’t the only perfectly-timed delivery to come about at the site in Melbourne’s medical precinct. So strict was the timing of the five-year project that not only was the completed hospital delivered on time, exactly to its planned opening date, but it was also delivered to its original $250 million budget, often considered a rare feat in building projects.

The new hospital, which opened June 18, was designed to replace the ageing facility that was first established in 1856 and later became housed largely in an outdated 1940s building, which had seen many additions over the decades.

The timely delivery of the project can be put down largely to it being created by a public private partnership. This came about when the Victorian State Government enlisted a private consortium to finance,

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Photos courtesy of Baulderston Hornibrook

design and build the new $250m standalone facility in Melbourne’s Parkville medical research precinct, at the corner of Grattan Street and Flemington Road.

That consortium, called the Royal Women’s Health Partnership, was an alliance between Bilfinger Berger as sponsor and builder Baulderstone Hornibrook.

CONCEPTUALISATION/DESIGN

The Victorian Government set out to create Australia's largest specialist hospital dedicated to improving the health of women and newborn babies. Two design groups, Woodhead and DesignInc, joined forces to create the hospital, under the banner DWI Architects.

Architectural project director Joe Lewitt said DWI was handed a complex brief that required them to create a state-of-theart, flexible and environmentally friendly hospital that would have a strong sense of presence and identity.

“One thing they were adamant about is that it should have a very distinctive presence, a clear sense of its own identity,” Mr Lewitt said. “It has a distinctive look and feel. I believe we have achieved that well.”

The 160 bed hospital was to provide specialist women’s and neo-natal paediatric health services in a contemporary, innovative and sustainable setting. It would share the infrastructure and support services of the adjoining Royal Melbourne Hospital.

The design concept had to cater to a diverse group of women patients and their families. So, as early as 2001, surveys began of more than 1000 women of various ages, backgrounds and

“

Post-tensioning enabled us to be able to script faster; and have less back propping.

This enabled the sequence of work to advance more quickly.

cultures, to find out what they expected of their new hospital.

Mr Lewitt said some strong themes emerged from the consultation process, which were incorporated into the design. “People wanted a hospital that was non-threatening, easy to find your way around, family friendly, had respect for privacy and met various religious and cultural needs,” he said.

As a result of the cultural needs that emerged, the building incorporates Feng Shui principles for its Asian patients, special room orientations for its Muslim patients and a sacred space for Kooris.

Half the patient rooms are single rooms and the others have no more than two beds and all birthing suites have large private ensuites and a bath to make the woman’s stay more comfortable.

Compared to most hospitals, the building’s design makes it easy for people to find their way around. Pedestrian and vehicle access are on two separate levels. Two reception desks for the public and private hospitals greet visitors who arrive via the ground level walkway.

A central four-storey glass-walled atrium provides an easily visible link between the

two adjoining wings and lets in light to almost all rooms in the hospital.

“The footprint of the building is almost in a U-shape and in the bottom are the lift cores in back-to-back banks, so the public doesn’t cross paths with people on beds coming out of theatre or birthing suites like they used to,” Mr Lewitt said.

“We’ve co-located all the outpatient services on the one floor to make it easy for people to use the services - so you can have an ultrasound, go to the pharmacy, go to pathology or the physio, all on the same floor.”

Creating the most energy-efficient building possible was paramount in the design. The buildings were designed for north south exposure and the floor plate depth provides for maximising natural light opportunities.

Landscape architects LBA Design and landscapers Delta Group created several outdoor areas where patients and visitors could seek respite. There is a healing garden and a courtyard garden on separate levels.

Mr Lewitt said DWI gave careful consideration to the interior design so the building had a less institutional feel than most hospitals.

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Project Profile: royal women's hospital

In some respects, it presents almost like a hotel, with the foyer filled with plush custom-designed carpets from Asset Flooring, comfortable furniture from Sebel Furniture, honey-toned timbers from Kematch Contracting and walls in warm contemporary colours with plenty of space and natural light.

DEMOLITION/PRECONSTRUCTION

Work began on the hospital site in April 2005 when Delta Group began the demolition of the dilapidated Charles Connibere building, the ground works and the piling. Delta was also responsible for the civil works and the excavation of around 170,000 cubic metres of earth from the site.

A 22 metre deep hole was dug, that would eventually incorporate the 5-level underground car park for 995 cars. The deep excavation work posed some huge challenges for builders, because the site was not only next to a major road and busy footpath but alongside a fully operating general hospital.

The entrance to the Royal Melbourne Hospital next door was only 50 metres away from the construction site’s materials loading dock, posing potential headaches for builders.

There was no storage area on site so a complex system of deliveries had to be set up with carefully coordinated communication between builders, crane operators and the existing hospital next door.

Creating solid hoardings and temporary haul roads was another way around the problem, while additional filters in the hospital’s air handling units and regular noise and vibration monitoring were also necessary.

The Charles Connibere building was linked to the adjacent hospital by bridges and occupied half the site, so demolition had to be extremely careful so as not to interfere with operations at the existing hospital. The Connibere building was demolished from level 14 to 7 one at a time, then with bulk demolition using external plant and equipment.

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Baulderstone Hornibrook project manager Grant Fenwick said all salvaged materials were recycled and demolition works were closely monitored to ensure dust did not disturb the neighbouring hospital’s heating and cooling systems.

“Because of the proximity of the other building, it wasn’t safe to use other methods such as implosion,” Mr Fenwick said. “Dust and noise were the biggest issues, so we created dams and used recycled water to continue wetting down the dust created by the demolition activities. We didn’t have any complaints about noise from neighbours.”

Rainwater collected from the roof and a natural spring was used to clean the building façade and for toilet flushing, saving around 5,000 litres of water a day.

Another major challenge was how to handle the 25,000 pedestrians using the footpath along the site and the movements of countless cars on the major road alongside. This required Baulderstone Hornibrook to coordinate a comprehensive traffic management and loading bay system to ensure materials could be brought on and off the site with minimal impact to the public and to ensure the safety of workers.

Coordination between Nilsen Pty Ltd, who put traffic signals in place, and Bassett, the contractors who supplied the electrical, mechanical and security control, was critical.

Mr Fenwick said there was a huge amount of consultation and many liaison meetings with the stakeholders at the existing hospital next door, particularly over how Baulderstone’s three tower cranes might interfere with air traffic.

“We had a shared access road that we talked to them about daily to make sure their business wasn’t interrupted,” he said.

“Next door they had an operating helicopter pad and the action of our cranes next to that was going to create huge issues.

“So we went through an extensive consultation period with Melbourne Air Ambulance and the Police Air Wing and we came up with a warning system that would warn our drivers and cranes when incoming helicopters were seven minutes away, so they could take evasive action and swing the cranes around to a predetermined position.

At the start they said, there is no way you can possibly put your cranes up there. But it all occurred without incident. There was no effect on the adjacent business.”

Another major achievement was the million man hours with no lost time injuries.

“At the time we started building we were just coming off a tight labour market but over the course of the job, we had about 5,500 people inducted on site and our labour peaked at 560 people,” he said. “There were about 900 construction days, to build 40,000 square metres above ground and 40,000 square metres below.”

CONSTRUCTION

Construction began in April 2006 with the pouring of concrete for the underground car park and progressed over more than two years.

In this time, there was an average 500 staff on site at any one time and 60,000 cubic metres of concrete was supplied or poured by Form 700.

The size of the building meant the façade was one of the biggest elements of the construction process. The façade is made up of solid pre-cast concrete panels over a reinforced concrete frame, with gleaming curved metal elements on the western end incorporating distinctive curves and articulation.

Mr Fenwick said builders used a standard post-tensioned system to erect the panels.

“We used a cast and formwork system that would minimise the amount of materials handling we had to do,” he said Three freestanding fixed cranes, a Favel

380, a Favel 310 and a Favco 1500, stood 60m in the air and were used to erect the panels.

Minesco used three materials – one precast concrete, one a lightweight Alucobond and the other TKH, an aluminium skinned sandwich panel, which was used to break up the front’s solid appearance. Minesco also used six types of glass sourced from China, some of its preglazed, to form the extensive windows and atrium section. Mirage provided roller doors.

One of the most successful initiatives of the hospital’s design was a displacement ventilation system designed for the ward areas by Bassett Kuttner Collins, which provided the ESD consultancy services and energy modelling for the hospital project. The highly innovative ventilation system, installed by A.E Smith, saved 20 per cent in mechanical services costs, significantly reduced energy consumption and minimised the risk of post-operative cross infection among patients.

Bassett developed the concept and undertook extensive thermal and energy modelling to prove its effectiveness, creating a world-first system. It then undertook energy consumption simulation and CFD analysis to demonstrate the reduction in potential infection from visitors or patients.

The system worked by drawing low-flow air from outside the building and allowing it to circulate through a natural process, meaning patients never came into contact with recycled or hyper-chilled air.

Acoustic engineer Marshall Day was engaged to reduce sound travelling between patient rooms, birthing suites and the helicopter pad on the roof next door.

Extra-thick fibre insulation was inserted in walls and floors, concrete floor slabs were aligned to separate noise zones and double glazed windows were installed. Some sound buffering was created from the helicopters during the design phase, by placing nonpatient rooms on upper levels.

SOLUTION/OUTCOME

The resulting hospital was a contemporary nine-level, 160-bed specialist women’s and neo-natal hospital that offers world-class facilities including gynaecology, paediatrics, cancer care, menopause and sexual health treatment. More than 5,000 babies a year will be delivered at the hospital, which provides treatment and services to 300,000 women from 165 countries.

Being next to the Royal Melbourne Hospital, the new facility is now an important part of Melbourne’s biggest health and medical precinct. It also houses the new 88-bed Frances Perry House private hospital.

The public private partnership that created the facility has set up a management structure that it says will deliver best practice medical services for the next 25 years. Bilfinger Berger project director Graham Whitson said that having the State Government body, the Department of Human Services, in partnership

“

The key challenge is that you’ve got a number of different stakeholders in a project like this – the Government, two hospitals, a number of financiers (the banks and bondholders), the equity providers, a builder, and the service providers.

with the private sector resulted in the project being delivered on time and to cost.

By stipulating that the private sector would only be paid if the facility was completed on schedule, the risk of cost blowouts, delays and inefficiencies was lessened. As a result, the project was consistently ahead of schedule.

The partnership also led to some interesting innovations and more than 600 design changes being made at no cost to the client – many of them cost-saving measures to offset scope creep.

This included measures such as co-locating people in single offices by adding extra desks and powerpoints, cutting back on additional joinery and ceiling bulkheads and reducing lighting.

Superfluous duress alarm points, nurse call points and work stations were cut.

The building was built to be managed by the same group for 25 years, so longevity was always in mind. It was therefore designed so that two floors can be added in future.

The success of the Public Private Partnership saw it named the 2005 Asia Pacific PPP deal of the Year by Project Finance International and Project Finance Deal of the Year 2005 (Australia) by Asiamoney “The key challenge is that you’ve got a number of different stakeholders in a project like this – the Government, two hospitals, a number of financiers (the banks and bondholders), the equity providers, a builder, and the service providers, with Wilson Parking and Deanmac security services,” Mr Whitson said.

Another major hurdle was moving the patients and services from the existing hospital

to the new site down the road once it was completed. The process took 18 months of planning and preparation.

With 17 birthing suites, 16 neonatal cots and 19 consulting suites for specialists, this was a great logistical achievement that involved every detail from moving babies in neonatal care to making sure water and air was the right temperature to training cleaners and staff.

The resulting building has also set new benchmarks for hospitals in terms of sustainability. Design Inc, part of DWI Architects, is renowned for creating two of the most highly recognised sustainable buildings in Australia. One of them was CH2, for the Melbourne City Council, which was Australia’s first six-star energy rated building.

Given its background, DesignInc and DWI set about creating a hospital that went beyond the State Government’s brief in terms of sustainability. While there were no specific energy or water ratings set or measured for the building, DWI project director John Williams is confident the building is of the highest possible ranking in both respects.

As a result, it is one of the few hospitals to use natural lighting in the majority of its rooms and has a world-first ventilation system. A columngrid design, unusual for a hospital, was used to allow rooms to be aligned to make the most of sunlight and thus require less electricity.

“The interiors were carefully designed so that low off-gassing materials could be used wherever possible,” Mr Williams said. “Whereas we were limited in the choice of carpets because they had to be hard-wearing, there was a lot of use of natural finishes such as timber and tiling products for the interiors that minimised the possibility of harmful by-products. We did this in the interests of the health of the people that use and work in the hospital.”

The result is a world-class health facility that sets a new benchmark in design and sustainability, delivering the best possible services in the interests of its most important users – women and newborn babies. A

Award Magazine | 31

PROJECT DIRECTORY | ROYAL WOMEN'S HOSPITAL ACOUSTIC ENGINEER U Marshall Day 6 Gipps Street Collingwood, VIC 3066 P: 03 9416 1855 F: 03 9416 1231

FAÇADE CONTRACTOR U Minesco Pty Ltd. 85 High Street South Kew, VIC 3101 P: 03 9855 2022 F: 03 9855 2033

ARCHITECT U DWI DesignInc + Woodhead Contact: John Williams Level 51, Melbourne Central Tower 360 Elizabeth Street, Melbourne, VIC 3000 P: 03 9654 9654 F: 03 9654 4321 www.designinc.com.au

FINANCIER U ANZ Contact: Jeremy Brasington Level 14, 530 Collins Street Melbourne, VIC 3000 P: 03 9273 1110 F: 03 9273 3670 www.anz.com Additional Offices SYDNEY QLD 02 9227 1911 SINGAPORE ROS +65 6535 8355 HONG KONG CHINA +852 2843 7111 LONDON UK +44 20 3229 2121 AUCKLAND NZ +64 4496 7000

BUILDING CONTRACTOR U Baulderstone Hornibrook Contact: Ian Crawley Level 4, 55 Southbank Boulevarde Southbank, VIC 3006 P: 03 9684 6111 F: 03 9684 1013 www.bh.com.au CEILINGS & PARTITIONS U JZ Lee Interiors Contact: Brendon Smith 30 Brewer Road Bentleigh, VIC 3204 P: 03 9557 6199 F: 03 9557 3199 www.jzlee.com.au CERAMIC TILING U Prime Ceramics Property Services Contact: Chris Shellie 38/148 Chesterville Road Moorabbin, VIC 3189 P: 03 9555 3055 F: 03 9553 2791 www.primeceramics.com.au CIVIL CONTRACTOR U Baulderstone Hornibrook Level 4, 55 Southbank Boulevarde Southbank, VIC 3006 P: 03 9684 6111 F: 03 9684 1013 DEMOLITION, GROUNDWORKS & PILING U Delta Group 577 Plummer Street Port Melbourne, VIC 3207 P: 03 9646 8277 F: 03 9646 6877 DISABILITY CONSULTANT U Blythe Sanderson Contact: Kara Chun Suite 101, Level 1 Carringbush Business Centre 134-136 Cambridge Street Collingwood, VIC 3066 P: 03 9486 0722 F: 03 9486 0944 www.blythe-sanderson.com.au DOORS & FRAMES U Tarron Constructions PO Box 157 Kingsbury, VIC 3083 P: 03 9460 9254 F: 03 9460 9687 ELECTRICAL CONTRACTOR U Pacific Services Group PO Box 254 North Melbourne, VIC 3051 P: 03 9321 3000 F: 03 9326 5575

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ANz is the lead Australian bank in project finance origination and structuring, combining advisory, arranging and underwriting services with an extensive track record of leading transactions globally. ANZ's expertise extends across the spectrum of natural resources, infrastructure, PPP's, energy, utilities and other diversified industry sectors. ANZ's reputation is based on analytical capability, depth of experience, and deliverability, combined with a partnership approach to our client relationships.

FIRE SAFETY ENGINEER U Bodycote Warringtonfire (Aus) Pty Ltd. Contact: Nabeel Kurban Unit 2, 409-411 Hammond Rd Dandenong, VIC 3175 P: 03 9767 1000 F: 03 9767 1001 http://www.warringtonfire.net/ HYDRAULIC CONSULTANT U Steve Paul & Partners 221 Moray Street Sth Melbourne, VIC 3205 P: 03 9682 7499 F: 03 9682 3499 U LANDSCAPE ARCHITECTS U LBA Design 2/358 Lonsdale Street Melbourne, VIC 3000 P: 03 9600 4699 F: 03 9600 1399 MEDICAL DEVICES U Stryker South Pacific Contact: Sean Driscoll 8 Herbert Street St Leonards, NSW 2065 P: 02 9467 1000 F: 02 9467 1010 P: 02 9407 1007 www.stryker.com Additional Offices MELBOURNE VIC 03 9458 7000 HIGHGATE HILL QLD 07 3840 5200 STEPNEY SA 08 8130 3000 WEST PERTH WA 08 9215 3600 Stryker is a leading medical device company that develops, manufactures and markets integrated operating theatres, video endoscopic equipment and orthopaedic implants/equipment for healthcare facilities worldwide. The Royal Women's Hospital acquired high definition progressive scan medical video systems which provide superior image quality and enhanced clarity for the finest surgical movements during minimally invasive ('keyhole') surgeries, and offer better patient care.

QUANTITY SURVEYOR U Rider Hunt Level 13, 380 St Kilda Road Melbourne, VIC 3008 P: 03 9690 6111 F: 03 9690 6577

RADIATION CONSULTANT U Magshield Products (Aust) Unit 6, 1 Edinburgh Street Hampton, VIC 3188 P: 03 9521 6068 F: 03 9598 0328 RAISED ACCESS FLOOR U Tasman Access Floors Pty Contact: Anton Molnar 419 Bay Street Brighton, VIC 3186 P: 03 9596 8333 F: 03 9596 7744 www.tasmanaccessfloors.com.au Installation of Tascor TC1000 access flooring to the communications room.

SURVEYOR U Madigan Surveying STRUCTURAL ENGINEER U Bonacci Group 50 Hoddle Street Abbotsford, VIC 3067 P: 03 9418 4000 F: 03 9418 4001 STRUCTURAL STEEL U GVP Fabricators Pty Ltd. 25-30 Japaddy Street Mordialloc, VIC 3195 P: 03 9587 2172 F: 03 9580 8375 TRAFFIC SIGNALS U Nilsen Pty Ltd. 43 Sheehan Road West Heidelberg, VIC 3081 P: 03 9450 1300 F: 03 9457 5261

Design Trends

Sound control in

multi-dwelling buildings

By Jodie Thomson

Acoustic design is often overlooked in architecture and construction, yet it is a critical factor in keeping residents happy in multi-dwelling buildings

T

he technical challenges in controlling sound can vary widely, as can the choice of materials and designs that can help solve them. Exploring the options, while requiring time and effort, can yield important benefits – happier tenants, higher property values, and reduced turnovers and vacancies – that clients will value just as highly as they do the allure of that compelling design.

Sound control refers to the ability to attenuate, or block, sound passing through

34 | Award Magazine

a wall, floor or ceiling. Using building materials and design for sound control can significantly increase occupant comfort and privacy by reducing the amount of noise that transmits from one area to another within a building.

There are two types of sound transmission: airborne sound and impact sound. The attenuation of airborne sound between rooms is perhaps the most common noise problem that architects, builders and material suppliers deal with.

Under the Building Code of Australia, new

multi-dwelling buildings are required to have a Sound Reduction Index (Rw) of at least 45 between units. This is sufficient to block most noise, but not a home theatre system or loud music system.

Measuring airborne sound

Airborne sound is perhaps the most commonly perceived noise problem in buildings, so it is worth quickly considering how it is measured and attenuated compared with impact sound. Sound Reduction Index (Rw) is a widely used single-number rating

of how well a building component blocks airborne sound. It is used to rate interior walls, ceilings/floors, doors, windows and exterior wall configurations. The measurement is an accurate guide for speech sounds but does not necessarily reflect the performance of the building for amplified music, mechanical equipment noise, transportation noise or any sound with substantial low-frequency energy.

Typically, people think of sound control in walls. Interior walls in homes (two layers of 13mm plasterboard on a wood stud frame) have an STC of about 33, and are generally considered inadequate to provide speech privacy. Adding absorbent insulation such as fibreglass batts in the wall cavity, and doubling up the plasterboard, can result in an Rw rating of 45, a drastic sound control improvement. Structurally decoupling the plasterboard panels from each other, by using resilient channels, steel studs, a staggered-stud wall, or a double stud wall, can yield an Rw as high as 63 for a double stud wall, with good low-frequency transmission loss as well.

Due to their high density, concrete and concrete block walls have Rws in the 50s for 200mm thickness, and are generally the choice of materials for dividing walls.

Acoustical performance values such as Rw are measured in specially constructed acoustical chambers. Actual field conditions such as lack of sealants, outlet boxes, back-to-back electrical boxes, medicine cabinets, flanking paths and structure-borne sound can diminish acoustical performance, so Rws measured in actual fields are usually lower than those measured in laboratories.

Impact sound

Although airborne sound has been the primary focus of architects and builders, impact noise between floors in multidwelling buildings is becoming an increasingly important issue. This is especially true in high-end apartment buildings where hard floor finishes such as ceramic tile, marble and hardwood are becoming increasingly popular and, in many cases, are standard specifications in kitchens, bathrooms, living rooms and hallways. Impact sounds on hard floor areas, such as those created by footsteps, the dropping of an object or the moving of furniture, can be a source of great irritation.

A degree of sound control is necessary, therefore, if resident privacy, comfort and satisfaction is to be maintained.

The continued trend towards highdensity housing in our urban centres to meet a rising population will only make the issue of sound control bigger.

Although there is some commonality among the factors influencing the attenuation of airborne sound and impact sound, the latter is by far the more

complicated to measure, rate and control.

The impact sound of a specific floor assembly is measured using a standard tapping machine to give an impact insulation class (IIC) rating. The machine incorporates five steel-faced hammers that strike the test floor and generate noise in a room below. The noise levels are measured and used to calculate the impact insulation class (IIC).

Controlling impact sound transmission through floor systems is a complicated subject with floor toppings providing variable degrees of improvement depending on the type of floors. A good impact attenuation rating depends on the topping and on the type of floor used (concrete or joist). Good impact sound attenuation can be ensured if there is sufficient floor weight and resilient layers are included in the design.

The Institute for Research in Construction (IRC) in Canada has conducted extensive studies to measure the attenuation of impact sound that can be achieved with different types of floor assemblies. For each floor assembly, the IRC measured the impact noise level and calculated the IIC. The higher the IIC, the better the attenuation of impact sound, with 50 usually considered the minimum rating for occupant satisfaction in residential buildings. Again, it is important to understand that the IIC rating is an approximation of results, and that there will be specific exceptions.

Concrete floors

“Click,” “clack” or “sharp tap” are terms used to describe the impact sounds on concrete slabs finished with a hard surface such as ceramic tile. These sounds occur at high frequencies and typically for concrete floors the IIC is low (Figure 1).

The low IIC rating correctly reflects the fact that concrete floors finished with tile or other hard materials are responsible for complaints about noise produced by footsteps and the moving of furniture.

An acceptable finished floor surface, or topping, can be provided in two principal ways. Firstly, using resilient (flexible) layers, such as vinyl or carpet and, secondly, using “floating floors,” which consist of a slab of rigid material supported on a resilient mat or pads. Combining them can have an even greater effect.

The choice of topping, combined with the type of floor structure, has a major effect on the attenuation of impact sound.

IRC determined typical IIC values that can be achieved for both concrete-slab and wood-joist floor structures in combination with various floor coverings. Concrete slabs finished with a hard surface such as ceramic tile, marble or hardwood have low IIC ratings and are invariably judged as unacceptable. Any impact needs to be

cushioned by a resilient upper surface or a floating floor

Joist floors

The most important factor influencing the impact sound attenuation in simple joist floors is the total mass of the subfloor and the ceiling layers. Doubling the total mass increases the IIC by about seven points. For example, doubling the mass of the subfloor gives an IIC of 47, doubling that of the ceiling gives 49, and doubling the mass of both gives 52. Increasing the spacing between resilient metal channels or the thickness of the soundabsorbing material increases the IIC by only one or two points.

Very poor impact sound attenuation is attained if the plasterboard is attached directly to the underside of the joists. A slight improvement can be achieved by mounting the gypsum board on wood or stiff metal furring, but the impact sound attenuation provided by the floor is still unsatisfactory.

A resilient support of the plasterboard is essential. Spring hangers or separate joists can be used for this purpose, but resilient metal channels are less expensive and are adequate in most cases.

Even when the IIC rating is greater than 50, residents often complain about excessive “booming” or “thumping” sounds when people walk on joist floors. Increasing the mass of the floor by adding a layer of concrete or gypsum concrete on top is a common approach to attenuating the problem of thumping noise.

A heavier floor is less likely to generate low frequency sound because there is not so much vibration when walked upon. The hard surface, however, increases noise levels at high frequencies, reducing the IIC for the floor system by several points. This negative aspect of concrete toppings can be dealt with using resilient layers as described below.

Joist floors must also be furnished with a finishing or topping layer to provide adequate sound attenuation.

At present there is no specific requirement under the Building Code of Australia for impact sound attenuation between floors in multi-dwelling buildings such as apartment blocks.

With apartments becoming increasingly well appointed with hard floor finishes and the number of high-density building projects expected to rise in the coming years, the issue of sound attenuation between floors is only likely to intensify.

Residents spending significant amounts of money on apartments are quite right in expecting the level of privacy, peace and quiet that their investment justifies. Architects, builders and material suppliers need to carefully consider what steps need to be taken to ensure that the issue of impact sound transmission between floors – as well as airborne – is dealt with successfully. A

Award Magazine | 35

Project Profile: Northbank place

northbank place

By Deborah Singerman Developed on the bank of the Yarra river, Northbank Place has risen from the site of the site of the former Melbourne Fish Market. Demolished in the 1950s to make way for the Flinders Street overpass, this valuable real estate was left as a car park and lock-up yard for impounded cars until its recent revitalisation.

A

t the end of 2003, the State Government, under then premier Steve Bracks, and Melbourne City Council decided it was time for this stretch of land to benefit from urban renewal as had Southbank opposite years earlier. As well as extending the already successful Melbourne Aquarium, the proposed revitalisation plan included removing the Flinders Street flyover, which was widely regarded as an eyesore, and opening up the southern side of Flinders Street. Flinders Street itself was to the north, King Street to the east and Spencer Street to the west, in effect leading to the reconstruction of a whole city block while also creating access to Batman Park and the river.

The state-funded demolition of the overpass in 2005 and installation of three new tram stops along Flinders Street reinforced the government’s commitment to improving city/ river/park connections and to encouraging new, exciting buildings for private redevelopment of this historic site.

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The State Government called for Expressions of Interest and Far East Consortium won the development rights in the early 2000s. Appointing Peddle Thorp Architects, the urban design for this revitalisation took two years to create the "perfect" mix of commercial and residential, all within the context of “remaking Flinders Street as a boulevard of the city, a view corridor to Batman Park with new links to the river under the viaduct, new laneways and an interactive frontage including arts incubators,” says Design Director Peter Brook.

On one level the design and development challenge came from the likes of Melbourne’s Lord Mayor, Councillor John So, who regards this development as part of a vision “to make Melbourne one of the world’s greatest riverfront cities”. Granting of the planning permit for the project, in September 2006, meant an assessment against the diverse uses allowed under the Melbourne Planning Scheme, and also liaison with numerous

Photos courtesy of Peddle Thorp Architects

design and development team’s response to the government brief to have an active frontage to Batman Park, which they favoured rather than a more typical retail area that might have lost out because of the lack of through traffic.

Function, form and environmental considerations have influenced the design of all three buildings. For instance, the sculpted form of the East Tower with its sloped roof profile and series of roof terraces at the top which dissolve away the edge of the building as it faces the river, relates to the planning control that covers the centre of Melbourne, Peter Brook says.

“From the 22nd of September to the 22nd of March end of summer equinox, no building can cast a shadow across the Yarra River. This restricts building heights

“

along the southern edge of the city but also means that buildings can be higher the further away they are from the river. The roof reflects the angle of the sun on the 22nd of September.”

The roof is made from 18 metre to 28 metre long sheets of Lysaght Zincalume Klip-Lok from BlueScope Steel, and was an exacting job working alongside LU Simon to ensure the correct roof angle, says Peter Mueller, Director of installation company PBR Roofing Services.

The wintergardens with glass louvres, a Melbourne take on the Queensland idea of a balcony with shutters, feature particularly in the studios in both residential towers, and though the louvres can be opened the overall wintergardens structure gives an environmental buffer to insulate noise and

From the 22nd of September to the 22nd of March end of summer equinox, no building can cast a shadow across the Yarra River.

private and public sector representatives.

According to Kellie Burns, Associate at SJB Planning and consultant town planner coordinating the planning approval for Northbank Place, these ranged from traffic engineers, project and landscape architects and urban planners to State Government and City of Melbourne planners, engineers and parks officers, and transport regulatory authorities. Major Projects Victoria and the Government Architect’s office were also involved.

On another level, the challenge was also to balance commercial, design and sustainability objectives; to be profitable but “on the journey to do something that was a little unique and not just build another boring office tower or apartment block”, says Robert Cooke, General Manager Far East Consortium.

The final configuration is a10-storey commercial boutique office tower, with an average of 1,000 square metres per floor, called East Tower, and two residential towers, the 15-storey Central Tower with 196 one and two-bedroom apartments and West Tower, 17 storeys amounting to 188 one and two-bedroom apartments and one three-bedroom penthouse.All three buildings have ground floor retail, totalling some 1,300 square metres.

Added to the mix is an arts precinct, with galleries and 10 studios each 50 square metres, from where local artists will be able to sell their work. This is the Award Magazine | 37

Project Profile: Northbank place

heat. It was popular in the marketing of the apartments, a confidence-inspiring exercise that commenced early 2006, with Colliers International able to announce in its September 2007 quarter Melbourne Unit Property Watch Report that the 384 apartments of Northbank Place Central and West Towers had sold out (off-the-plan).

Major Projects Victoria has estimated a cost of more than $200 million for the entire commercial, residential apartment and retail development. With commercial buildings faster to build than residential and East Tower being the smallest of the three, it is first off the rank, due to be completed by the end of the year, followed

by Central Tower and then West Tower early next year.

FOUNDATIONS/CONSTRUCTION

The development went out to tender in late 2006. LU Simon Builders was appointed early 2007 and Peddle Thorp was chosen by the builder to complete the design detailing and documentation. LU Simon began on site in April 2007 with the removal of the existing car parking surfaces followed by piling to create the foundations for the building.

There was still soft fill from where the old fish market buildings were demolished, exacerbated by a high ground water table and variable sub-surface geology with layers of silt, clay and basalt. According to structural engineer Tom Aulsebrook, Director of Winward Structures, consulting structural and civil engineers for the project, they met this challenge by boring the piles

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through the soft sub-surface fill and soil layers down to the underlying basalt rock stratum, and further boring into the basalt with an embedment or socket length to achieve the required pile load capacity.

All new buildings have post-tensioned reinforced concrete floor slabs supplied and installed by Ward Post Tensioning, reinforced concrete columns, and steelframed metal clad roofs. Precast reinforced concrete from The Precast Company was used for the vertical structural elements such as columns, lift and stair walls, to reduce construction time and costs.

Precast panels, rather than the original choice of in situ concrete, also allowed the builders to collaborate with the architects alongside the factory where the panels were made, to achieve the desired patterned finish on East Tower’s west elevation.

Floor-to-floor heights of on average three metres (as with commercial buildings generally East was the most at 3.75 metres) kept the number of allowable floor levels within the town planning height restriction envelope. But with the buildings positioned so close to the rail corridor and viaducts there was a consequence that had to be dealt with: they interfered with the sight lines of the train drivers. State and local government authorities and the developer negotiated with Connex, which provides Melbourne’s train services.

Connex developed a banner indicator, a signal on the viaduct which tells drivers what the signal ahead is indicating. Designed and fabricated by Westinghouse and installed

by O’Donnell Griffin in October 2007, the indicators are now there for the duration.

Proximity to the rail corridor has impacted on the design in other ways. The mechanical equipment for East Tower is located adjacent to the rail track mainly on Levels 1 and 2 instead of it all sitting in a plant room on top.

So as well as acting as a buffer between the office space and rail line, it has meant that the architects could create the pitched vaulted roof rather than a square box.

ACOUSTIC CONSIDERATIONS

Acoustic considerations are paramount with several ingenious ways to reduce train noise and assist vibration isolation.

The lower part of the residential Central Tower is car parking and that, not the residences, is adjacent to the rail line. The southern side of the residential West Tower incorporates elastomer (elastic polymer) steel plate layered vibration isolation bearings located between the top of the piles and the underside of the ground floor columns.

The wintergardens structure itself will help reduce noise and further acoustic insulation will be provided by a sliding door between the wintergarden and the apartment, made from high-performance glass from China, which will be used to even further acoustic effect in the double glazing in the East Tower. This glass from China and distributed in Australia by the 3000 Corporation was installed by window contractor CSF Aluminium as a 13.76 millimetre outer layer and 10.76 millimetre

“

For anyone involved in the development so far and especially for those who knew it as a blighted, neglected site, the transformation is nothing short of “magic”

inner layer separated by 12 millimetres of airspace. The glass also has thermal properties, though being adjacent to the rail line meant that natural ventilation for the office building was not considered and a system of air chillers will be used instead.

SUN SHADING

Custom-made external louvres shade the glass, developed after energy modelling into the heights and relationships of glass and shading to reduce the heat load and glare on the north and eastern sides of the East Tower. Services engineers Norman Disney and Young used advanced software applications in accordance with validation protocol for weather data, occupant heat loads, services in operation and lighting and occupancy hours. SBE (Sustainable Built Environments) reviewed the modelling and both firms worked with the architects on the shading and glazing specifications.

The extensive sun shading system is integral to the appearance of East Tower.

Peter Brook describes “this environmental signature” as the louvres rotating around the corner of the tower and changing their angle so the building actually reflects the shading conditions of the sun part as it moves around the building. Aluminium louvres are fitted to decorative vertical aluminium ribs (or fins) that run the face of the building on those two elevations. They were all manufactured and installed by LU Simon’s regular metalwork subcontractors, AM Metal Solutions.

Further ensuring that the buildings do not look like typical office or apartment blocks, lower level louvres are patterned like mesh, subtly coloured from green to red and offering varying amounts of privacy and openness. The residential wintergardens also provide a similar translucency, making them lighter and more elegant than standard precast apartments.

ENERGY WATER ACCESS

The residential towers have 4 star ratings from First Rate energy software, which is compulsory for residential buildings in Victoria. As with major commercial offices these days East Tower has been designed and developed to be environmentally sustainable and energy efficient and is aiming for high ratings. Besides sun shading, thermal and acoustic measures, other environmental initiatives include energy efficient Moonlighting lighting systems fitted

by Acton Electrical into a ceiling grid, and better testing and commissioning of reports via the building management system.

Rainwater is also harvested. This arose because the East Tower required stormwater treatment and the building and associated car park layout made it difficult to provide this via traditional methods such as bio-retention basins.

According to civil engineer Winward Structures Associate, Steve Skotanis, rainwater harvesting and reuse was chosen instead as the main method of removing pollutants. The East Tower roof is harvested and reused within the building. The car park has almost all the area harvested and treated by a CDS (continuous deflective separation) gross pollutant trap from Rocla. This captures small gross pollutants and larger sediments via a non-blocking screen and whirlpool cleaning force. The treated car park water is then stored in ecoRain10 (10,000 litre) tanks, also from Rocla, for reuse for toilet flushing in the bicycle amenities building.

Overflows from both harvesting systems pass through a sedimentation pit before discharge.

A larger on-site rain detention tank also helps to control peak flows. These measures meet best practice guidelines for environmental management for urban stormwater.

Access to and from the buildings and also within the buildings has led to some detailed solutions that are either over and above requirements of the Building Code of Australia, such as providing accessible

sanitary facilities on every office floor, or offer alternatives. In West and Central Towers, for instance, the “extended distance of travel” for studio occupants to the fire stairs has meant that “the north facade is automatically opened in fire mode to ensure relief of smoke to allow a greater time frame for egress”, says Shane Leonard, Director at Philip Chun Building Surveying.

On a larger scale, although the area is extremely well served by public transport, cars and taxis will inevitably be used. With such busy streets nearby, off-street picking up and dropping off was an essential part of the design. Each tower has a porte-cochere under cover area adjacent to the main entrance for that very purpose. “I don’t think we ever looked at anything else,” says Derrick Hitchins, Director of Traffic and Transport at Hyder Consulting.

The development of arts incubators has also led to a landscaping challenge to ensure that more people visit the area.

According to Ben Upston, project landscape architect with EDAW Melbourne, “The project incorporates a generous pathway and seat wall along the full length of the park interface with potential for further links and lighting to encourage activity in the area”. And, in a move that extends the Melbourne grid, two new lanes are being created, one between West and Central Towers and the other between Central and East Towers, further opening up the city underneath the rail viaduct and down to Batman Park.

For anyone involved in the development so far and especially for those who knew it as a blighted, neglected site, the transformation is nothing short of “magic” as LU Simon Project Manager Anthony Ellul puts it. Northbank Place is set to become a Melbourne landmark, contributing to the work and life, look and feel of the city, river and park. A

Award Magazine | 39

PROJECT DIRECTORY | NORTH BANK PLACE

ACOUSTIC ENGINEER U Acoustic Logic Contact: Matthew Shields Level 7, 31 Queen Street Melbourne, VIC 3000 P: 03 9614 3199 www.acousticlogic.com.au

DISABILITY MANAGEMENT U Blythe Sanderson Contact: Andrew Sanderson Suite 101, Carringbush Business Centre 134-136 Cambridge Street Collingwood, VIC 3066 P: 03 9486 0722 F: 03 9486 0944 www.blythe-sanderson.com.au

ARCHITECT U Peddle Thorp Architects Contact: Elizabeth Kules Level 28, 140 William Street Melbourne, VIC 3000 P: 03 9923 2222 F: 03 9670 4981 www.pta.com.au Additional Offices SHENZHEN CHINA SHANGHAI CHINA ABU DHABI UAE Full architectural services from design to delivery.

ARCHITECT - LANDSCAPE U EDAW Level 45, 80 Collins Street Melbourne, VIC 3000 P: 03 9653 8222 F: 03 9653 8299 www.edaw.com BUILDING SURVEYOR U Philip Chun and Associates Level 2, 120 Jolimont Road Jolimont, VIC 3002 P: 03 9662 2200 F: 03 9662 2749 www.philipchun.com.au CIVIL ENGINEER U Winward Structures 488 La Trobe Street Melbourne, VIC 3000 P: 03 8327 8600 F: 03 8327 8699 www.winstruc.com DEVELOPER U Lusimon 818 Nicholson Street North Fitzroy, VIC 3068 P: 03 9488 0000 F: 03 9481 8988 www.lusimon.com.au

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MECHANICAL ENGINEER U Norman Disney & Young Level 8, 409 St Kilda Road Melbourne, VIC 3004 P: 03 9862 6800 F: 03 9862 6900 www.ndy.com PROJECT MANAGER U Far East Contact: Rob Cooke Suite 501, Level 5, 370 St Kilda Road Melbourne, VIC 3004 P: 03 9681 6988 F: 03 9681 6188 www.fareast.net.au QUANTITY SURVEYOR U Rider Levett Bucknall Level 13, 380 St Kilda Road Melbourne, VIC 3004 P: 03 9690 6111 F: 03 9690 6577 www.rlb.com SERVICES ENGINEER U Norman Disney & Young Level 8, 409 St Kilda Road Melbourne, VIC 3004 P: 03 9862 6800 F: 03 9862 6900 www.ndy.com STRUCTURAL ENGINEER U Winward Structures 488 La Trobe Street Melbourne, VIC 3000 P: 03 8327 8600 F: 03 8327 8699 www.winstruc.com Winward Structures were the project's structural and civil consulting engineers.

SURVEYOR U Tomkinson Suite 3, 100 Dorcas Street Southbank, VIC 3006 P: 03 9686 5488 F: 03 9686 5477 www.tomkinson.com.au TRAFFIC ENGINEER U Hyder Consulting Level 16, 31 Queens Street Melbourne, VIC 3000 P: 03 8623 4000 F: 03 8623 4111 www.hyderconsulting.com VERTICAL TRANSPORTATION SERVICES U Norman Disney & Young Contact: Colin Wilson Level 6, 5 Queens Road Melbourne, VIC 3004 P: 03 9862 6800 F: 03 9862 6900 www.ndy.com WASTE MANAGEMENT U JD Macdonald Contact: Jeremy Burns 65-73 Nantilla Road Clayton North, VIC 3168 P: 03 9271 6474 F: 03 9271 6485 www.jdmacdonald.com.au

MINIFIE NIXON architecture interiors urbanism top floor, 181 swanston street melbourne, VIC, 3000 www.minifienixon.com email@minifienixon.com t +61 3 9654 6326 f +61 3 9654 6308 ABN 55 095 904 466 ACN 095 904 46 image: centre for ideas, victorian college of the arts

Project Profile: 737 Bourke Street

737 Bourke Street By ???????

When National Foods decided to integrate its offices into one location, it chose the vibrant waterfront development at Melbourne’s Docklands as its new corporate home. More than 1000 staff from five sites would be consolidated in a purpose-built head office at 737 Bourke Street.

By Jodie Thompson 42 | Award Magazine

Illustrations courtesy of Scharp Design

T

he Docklands precinct, with its abundance of cafes and restaurants, is an ideal location for National Foods, one of Australia’s largest food companies, boasting leading brands such as Berri, Yoplait and King Island Dairy.

National Foods approached Grollo Equiset in 2006 to develop their new $100m head office in the Docklands; commencing in January 2007, the project is due for completion later this year.

Bounded by Bourke and Village streets and Batmans Hill Drive, the National Foods headquarters includes an office building, a retail site, a food precinct and a community space. The structure features innovative engineering, breathtaking architecture, stylish interiors, smart landscaping and numerous sustainability advancements. Over 12 levels, the building offers approximately 18,500 square metres of office and retail floorspace, plus a twolevel podium carpark with 229 car spaces.

Along with administrative offices, the headquarters will cater for all National Foods’ food research and development facilities, including a pilot plant room on the ground floor with incubators and freezers. “It’s treated as a lab where National Foods, do a lot of their R&D,” explains Robin Fernandes, Equiset development manager.

Other levels contain a call centre and an executive floor. On level three, a 600 square metre terrace above the carpark podium works as an outdoor space for staff.

DESIGN

Equiset wanted a structure with a more sleek, simplistic design than surrounding buildings at the Docklands. “It’s like a clean black box which is complemented at the bottom of the podium with the ‘eyebrow’ – an edge that frames the building,” says Robin Fernandes, of Equiset.

Architect Frank Marioli of F2 Architecture, who with co-director Franco Fiorentini designed the new headquarters, has used a simple palette of glass and aluminium on the exterior. The façade, supplied and installed by Permasteelisa, includes a dark grey performance glass on the tower and appears as a series of bands around the building. This constrasts with the clear glass in the shop fronts, and a dark bronze anodized, perforated screen that hides the carpark from view and also provides natural ventilation.

The ground floor foyer incorporates four different types of stone on the walls and flooring, with granite used on the floor.

“We were looking at something that was low maintenance and would provide the building with a significant presence,” Marioli says.

Apex Stone supplied, manufactured,

processed and installed the stone, which include a Chinese granite on the floors and bands of white; a pewter grey stone from Iran and white stone from Turkey on the walls and an Asian bluestone on the exterior.

When designing the project, F2 Architecture envisaged a lively precinct, combining business and pleasure.

“Unlike many office buildings, National Foods has exclusive use of an outdoor space which is sheltered and receives good natural daylight,“ Marioli explains. “The staff can use this area to have lunch, afterwork barbecues, or staff get-togethers. It also has views and an outlook in the middle of the Docklands CBD.” F2 Architecture aimed at designing the building with longevity, so it would retain broad appeal to other, potential tenants in the future. An important criteria for that was a flexible floor plate that could be easily subdivided into a number of smaller spaces if required.

One of the challenges for F2 Architecture was the compressed time frame required to produce the construction documents and the trade packaging. To keep the process on track, F2 Architecture collaborated with Peddle Thorp Architects to handle the documentation.

Another challenge was the unstable nature of the soil on the site, making excavation extremely difficult.

“Any form of basement was going to be an unnecessary expense due to the soil’s instability,” says Marioli.

As a result, F2 Architecture located the carpark above the ground level, with the main office floors sitting above this.

“That enables us to keep out of the ground and avoid any unnecessary excavation,” he says.

ENVIRONMENTAL EFFICIENCIES

Sustainability is a priority for Equiset and the National Foods base building is registered for a Green star office design. Green design features include the abundance of natural light in the floor areas, and provides for a black water treatment system.

“We will be collecting sewage, treating it, and reusing that water to flush toilets,” says Robin Fernandes, of Equiset. “That’s leading edge as far as ESD (ecologically sustainable design) is concerned. Even a lot of five-star rated buildings don’t treat black water.”

Steve Warwick, project manager of Equiset Construction, said they worked throughout the construction to meet VicUrban’s ESD guidelines, using finishes like water-based paints.

“We stay away from the really nasty glues,” Warwick says, “and all our rubbish is being recycled.”

URBAN DESIGN

It is no longer appropriate to consider the Award Magazine | 43

Project Profile: 737 Bourke Street

“

Sensitive urban design gestures...are critical in the Melbourne Docklands

various aspects of design as siloed and disconnected packages. Water, art, urban fabric and social context are all critical considerations in the contemporary paradigm of our urban environments.

If we fail to understand our water requirements and the strategic opportunities around water from the outset then our aspirations for green in the city are thwarted. If art is not considered as key in the structuring of space then it is potentially awkward, out of scale and out of context. If we do not understand the social context then our spaces potentially miss the potential enormity of being well used and loved.

And in the context of the developing Melbourne Docklands, the adjacency of a key historic buildings and the requirement for a new headquarters for National Foods, the design team have crafted an urban outcome resonating deeply at a number of levels. EDAW were engaged by Equiset to develop a public realm strategy for the plaza approach between the Goods Shed North, Village Street and the National Foods site.

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“Sensitive urban design gestures undergirded by both narrative and technical excellence are critical in the Melbourne Docklands,” says EDAW’s associate director, Phil Black. “Here, our holistic design approach draws upon all three adjacent sites, bringing focus to one large combined space.”

Bronze sculptures by Andrew Rogers have been used as a device for integration and definition, assisting in the unification of the slick new architecture of F2 Architects and the historic fabric of the Goods Shed.

Equally, water management has been an underpinning strategy when planning the site, directing surface run-off into biofiltration garden beds for passive irrigation of five pepper trees (Schinus molle). Water is captured and filtered through the base of the trees, and this technique is repeated throughout the streets of the Docklands.

“There is no irrigation on the trees,” explains EDAW’s Phil Black. “We selected this species for its drought tolerance.”

Another bio-filtration planter, designed

in collaboration with EDAW’s Ecological Engineering specialists and filled with native grasses, filters stormwater runoff from the plaza before reaching the stormwater system. “Although the site is small, we were able to include these important measures of sustainable design intervention,” says Black.

INTERIORS

Creating a workplace with a sense of identity was one of the objectives National Foods had for their new headquarters. They were keen to reflect both the manufacturing and corporate aspects of the company in the interior fit-out, which was managed by Hassell.

Scott Walker, Principal of Hassell, says the interior architecture reflects the company’s links to the agricultural sector. Along with a professional, corporate feel, Walker has introduced a palette that reflect links to the land, such as warm timbers and light, earthy tones.

“National Foods actually makes a lot of the products they sell,” Walker says. “It’s important that when people come into the reception area, they actually see a real kitchen, and see products being made. It shows that the company produces food that is linked to natural ingredients.”

A dynamic focal point of the interior fit-out is an impressive staircase that runs between levels three and eight, connected by a series of staff hub areas , with a steel balustrade creates a dramatic ribbon effect. From a design perspective, the stairs work as a large sculptural element, and create a visual connection between different levels. But they also have a practical impact on the way staff interact in the building.

“The stair is a device to bring people together,” says Walker. “You want people to talk, bump into each other, have a meet-and-greet.”

Manufactured by Samaras Group in Adelaide, the custom piece was put together in the factory and spot-welded to make sure everything worked. It was then dismantled and transported to the 737 site for installation.

CONSTRUCTION

The most complex issue in terms of construction, was in fact installing the steel-plated staircase into the centre of the structure.

“It’s incredibly heavy,” says Scott Walker, of Hassell. “Manoeuvring pieces of steel that are that large and heavy in confined spaces was the issue.”

Robin Fernandes, Equiset development manager, says bringing the stair components off the loading bays, holding them up,

welding them together and finishing them off was a complicated process.

“The staircase has a stone finish on the floor, so the treads and rises are stone and underneath the stair is a product called Extenzo,” says Fernandes. “It’s like a stretch vinyl fabric under the feet of the stairs which gives you that clean finish.”

Another source of difficulties during construction was the instability of soil on the site. Mark Hennessy, structural engineer at Meinhardt, says the type of soil particular to the area is called Coode Island silt.

“Silts are highly unstable and their loadcarrying characteristics are very minimal so anything sitting on the ground has to be designed so the inevitable movements are accommodated,” Hennessy says.

As a result, Meinhardt engineers worked closely with Equiset throughout the construction phase.

around 2020, it will double the size of the Melbourne CBD. The successful development of the National Foods site was largely due to good cooperation and communication between the design teams and other consultants involved.

“Ultimately, the design process has been very engaging. Collaboration with all members of the design team has been terrific. The final out come will be testament to that,” says EDAW’s Phil Black. “Sites such as this are deliberated over for a long time. Melbourne is certainly not the sort of city that jumps in blind and makes mistakes." A

CONCLUSION

When National Foods opens its new headquarters later this year, it will contribute to the rapidly increasing popularity and vibrancy of the Dockands area. Docklands is being developed in stages over the next 10 to 15 years, with only about one third completed so far. When finished in Award Magazine | 45

PROJECT DIRECTORY | 737 BOURKE STREET

ACOUSTIC CONSULTANT U Watson Moss Growcott acoustics Pty Ltd. Contact: Darren Liu 7/696 High Street East Kew VIC 3102 P: 03 9859 9447 F: 03 9859 5552 www.wmgacoustics.com.au

ESD ENGINEER U Meinhardt Contact: Bruce Matthews Level 12, 501 Swanston Street Melbourne, VIC 3000 P: 03 8676 1200 F: 03 8676 1201 www.meinhardtgroup.com

STRUCTURAL ENGINEER U Meinhardt Contact: Bruce Matthews Level 12, 501 Swanston Street Melbourne, VIC 3000 P: 03 8676 1200 F: 03 8676 1201 www.meinhardtgroup.com

ARCHITECT U F2 Architecture Contact: Frank Marioli & Frank Fiorentini Level 1, 450 St. Kilda Road Melbourne, VIC 3004 P: 03 9867 2233 F: 03 9867 2288

INTERIOR DESIGNER U Hassell

URBAN ART CONSULTANT U Brecknock Consulting Contact: Carol Atwell 32-34 Sussex Street Coburg, VIC 3058 P: 03 9354 4626 F: 03 9354 4656 www.brecknockconsulting.com.au

The project was designed by F2 Architecture. The documentation and construction stages were carried out by F2 Architecture in association with Peddle Thorp Architects.

BUILDING SURVEYOR U Peter Luzinat & Partners CIVIL ENGINEER U Meinhardt Contact: Bruce Matthews Level 12, 501 Swanston Street Melbourne, VIC 3000 P: 03 8676 1200 F: 03 8676 1201 www.meinhardtgroup.com CURTAIN WALL/BUILDING ENVELOPES U Permasteelisa Pty Ltd. Contact: Rocco Tropea 79-83 Capital Link Drive Campbellfield, VIC 3061 P: 03 9357 8122 F: 03 9357 8282 www.permasteelisa.com Additional Offices: SYDNEY NSW 02 9755 1788 DEVELOPER U Equiset Contact: Jon Purcell Level 37 South, Rialto, 525 Collins Street Melbourne, VIC 3000 P: 03 9620 5999 F: 03 9620 5977 www.equiset.com.au Additional Offices: SYDNEY NSW 02 9215 8400 The Equiset business was established in 1998 as a member of the Grollo Group. Equiset is a vibrant business making a name for itself in property development, project management and construction. Equiset is not a developer in the traditional sense, but seeks out strategic and original solutions to property needs. By offering a single point of contact for concept, planning, design, construction, management and finance - including equity involvement - Equiset is able to achieve visionary outcomes.

ELECTRICAL ENGINEER U Meinhardt Contact: Bruce Matthews Level 12, 501 Swanston Street Melbourne, VIC 3000 P: 03 8676 1200 F: 03 8676 1201 www.meinhardtgroup.com U SKM

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INTERIOR FITOUT U Plaza Interiors Factory 3, 61 Whiteside Rd Clayton, VIC 3168 P: 03 9421 6266 F: 03 9421 6277 www.plazainteriors.com.au MECHANICAL ENGINEER U Meinhardt Contact: Bruce Matthews Level 12, 501 Swanston Street Melbourne, VIC 3000 P: 03 8676 1200 F: 03 8676 1201 www.meinhardtgroup.com Additional Offices: ADELAIDE SA 08 8227 1544 BRISBANE QLD 07 3018 5000 SYDNEY NSW 02 9699 3088 Meinhardt were engaged by Equiset to provide all Engineering and ESD services including electrical, mechanical, fire, hydraulics, communications, security, fire performance, structural, civil & ESD advisory services.

PROJECT MANAGER U Equiset Contact: Jon Purcell Level 37 South, Rialto, 525 Collins Street Melbourne, VIC 3000 P: 03 9620 5999 F: 03 9620 5977 www.equiset.com.au SITE CONSTRUCTION U Equiset Contact: Jon Purcell Level 37 South, Rialto, 525 Collins Street Melbourne, VIC 3000 P: 03 9620 5999 F: 03 9620 5977 www.equiset.com.au STAIR FABRICATION U Samaras Group STAINLESS STEEL BALUSTRADE U Balanar Steel STONEMASONRY U Apex Stone Project P/L Contact: Ralph Cristiano 71 Dohertys Road Laverton North, VIC 3026 P: 03 9360 0133 F: 03 9360 9047 www.apexstone.com.au Supply and install all natural stone cladding in entry foyer, paving, staircases and lift lobbies.

URBAN DESIGNER U EDAW Melbourne Contact: Jon Shinkfield Level 45, 80 Collins Street Melbourne, VIC 3000 P: 03 9653 8222 F: 03 9653 8299 www.edaw.com.au WIND ENGINEER U MEL Consultants Pty Ltd. Contact: M Eaddy 17 Kingston Street East Malvern, VIC 3145 P: 03 9509 6093 F: 03 9509 6102 www.melconsultants.com Environment wind engineering consultants.

Silver Emporis Awards

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Photo courtesy of DBI Design

Project Profile: The Wave

Iconic Residential Tower

By Dan Stojanovich On the corner of Victoria Ave and Surf Parade in Broadbeach on Queensland’s Gold Coast, Australia, The Wave has become one of the country’s iconic apartment, retail and commercial towers. It has also won plaudits from around the world.

I

t is just some 200m from the beach – so as well as some spectacular ocean views, there were a few challenges…

So how to approach the challenge of this prominent 3,400m2 site with so much potential? What mix of residential, commercial, retail and parking was going to work for a building that had to create a unique identity for itself as well as cut it in a competitive marketplace? What would make the difference?

Architect Barry Lee, Design Director of DBI Design Group grabbed what they saw as a unique opportunity “to deliver an outstanding design solution as well as make a dramatic statement” – referencing the character of the local marine environment to endow this project with a visually unique identity.

Engineering design and advisory firm Hyder Consulting, the structural and civil engineer for the project, created a simple yet cost effective structure to fit in with the architect’s design philosophy.

The result has been a unique and spectacular 111m high tower with 118 apartments that has become not just a local, but also an international landmark. The tower features balconies flowing around it like waves. These waves vary from floor to floor, giving the whole building a very fluid and rippled appearance.

The undulating facade also provides shade and sunlight to different parts of individual balconies during the course of the day.

The project developer was Macau casino magnate Stanley Ho, who appointed the key members of the local team to the $150m dollar enterprise.

Dr Ho has been quoted as saying that he had instigated the Wave because he “wanted to create a truly landmark building, an international signature for the Gold Coast that would help put the city on the world

stage." It seems to be working, even though some locals are still having trouble getting used to it…. but then any outstanding work is never really interesting enough unless it attracts at least a few detractors.

Designed near the top of the last property cycle, the design had to optimise the yield of the site, as well as overcome a few inherent liabilities of the location. For example, to the east, the building overlooks some conventional older buildings, so window screens are employed to draw the eye beyond them to the sea and the horizon. On the west, Wadsworth Constructions supplied screens to provide protection from the setting sun.

However, thanks to its unique location, appearance, spaces and facilities, every apartment was sold in the months before primary construction commenced in February 2005. Construction was completed in February 2007.

Standing 37 levels high, The Wave is comprised of: • 29 levels of residential • 3 levels of parking • 2 levels of commercial • 1 level of retail (street level) • Podium Level - Roof Residents Club (lounge, BBQ, Spa and pool) The approximate Gross Floor Area (GFA) is 40,552 m2 with a podium area of 3,150 m2 and a tower footprint area of some 920 m2.

Planning rules encouraged the inclusion of a podium structure, and so three commercial

“

levels sit above a street level retail stage. This arrangement provides for better noise insulation for the residential section as well as adding a more lively diversity to the locality.

Being so close to a beach in a warm climate the project demanded a fundamentally sound and environmentally sensitive design right from the start. Because it is a tower, it is relatively thermally inert, but some thought had to be given to minimising the heat gain during the day. The large wrap-around balconies and balustrades provide solar protection, as do the screens. Thicker than usual glass, as well as low emissibility glass were also used in some areas to manage the heat load.

The design also facilitates very good cross ventilation to vent any excess heat. Rainwater is collected for the garden.

Defined by its wave-like wrap–around balconies, the building references the shapes of ocean waves and the ripples in the sand on the beach, as well as the sinuous movement of seagrasses near the shore and the meandering shorelines of the nearby river and creek.

Surprisingly however, these wave-like forms that define the iconic exterior of this structure are not matched inside – in fact all of the apartment’s interior walls are straight.

But that is not to say that the interiors are a let down - far from it! The interior residential spaces are larger and more comfortable than many of the other local product that was designed for the investor market – The Wave was targeted to owner occupiers. Internal layouts are very efficient and the feel of the interior is very relaxed and spacious.

At all levels, once residents start to use the balconies, they begin to appreciate the benefits of

To deliver an outstanding design solution as well as make a dramatic statement Award Magazine | 49

Photo courtesy of Brookfield Multiplex

Project Profile: The Wave

the building’s unique profile. If it is a little windy on one side, they can move to an area that is less so.

The design of common spaces was also approached innovatively. While it is traditional to allocate the top level or two to penthouses, The Wave instead boasts a stunning rooftop residents’ lounge with extensive views up and down the coast, eastward out to sea and back westward across the magnificent hinterland region.

And just to make it that little bit better again, while you’re up there, you may as well enjoy the pool, sauna and spa, courtesy of Surfside Pools.

While the visual branding of the building reflects its marine environment and provides such a unique look, the construction, according to architect Lee, “was quite conventional, and not nearly as complex as the external form might suggest. The structure is a conventional concrete frame, and in fact the design repeats at intervals of every four levels.”

To make sure it all ran smoothly however, six months of advance planning that included various members of the team was undertaken. Indeed early in the construction processes meetings were held “almost daily” according to Ben Wright of key contractor Multiplex (now Brookfield Multiplex), but once construction commenced, the process moved forward smoothly, even though it was a novel experience for all involved.

Never-the-less Multiplex and civil and structural consultant Hyder Consulting

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(responsible for concept design, schematic design, detailed structural design and construction documentation, as well as construction phase management) and the rest of the extensive team, did face a few challenges along the way.

One of the first was not having access to the whole site… Anchor tenant Westpac Bank wanted to keep operating on the site, so their new premises had to be built at the southern end of the site before the old tenancy (at the northern end) could be demolished. Even without this complication, it was a fairly tight site, in a very busy area with lots of access constraints, so according to Multiplex’s Peter Bell, “the site layout had to allow for delivery transfers to be made on site rather than on the street.”

The water table presented more challenges for excavation contractor Bastemeyer Group Pty Ltd, which needed to accommodate three basements and reached a depth of nearly 10m. Continuous sheet piles surrounded the site area, and six deep wells (each in its own caisson and with its own pump that stayed in the well and just kept on working) were maintained near the centre of the site.

The fluid shape of the exterior provided a few additional initial challenges for the formwork and scaffolding contractors, but once the four floor cycle had been established, it all proceeded smoothly.

Designing and constructing such buildings in this marine environment of course presents it own

particular challenges for all members of the team with issues such as corrosion of materials, sealing and air management, wind effects, drainage, electrical safety etc, etc, but according to Bell, “we’ve been building residential buildings in this environment for a while now, and the teams, the skills, the materials and the infrastructure to do it are all pretty well established.” The concrete cover and mix were specified to the appropriate coastal codes, and all other materials were of course specified for this demanding coastal location.

In terms of the key structural engineering considerations, the residential tower is constructed from a series of reinforced concrete slabs of varying floor plates (4 basic designs), supported by shear wall framing. Each level is surrounded by reinforced concrete cantilever balconies and curved pre-cast edge panels supplied by contractor Precast Concrete.

The tower and the four level retail and commercial podium structure are supported over a three level excavated basement car park. The structure is fully transferred at Level 5 on a 1,200mm deep post-tensioned transfer slab above the retail zone. The reinforced concrete basement retaining walls and slabs resist hydrostatic pressure from the surrounding water charged sands. The structure is supported on a 1,800mm thick floating reinforced concrete raft foundation.

Protruding over the retail areas are large post tensioned cantilever awnings, yet another iconic feature of this innovative structure.

“

To win a silver award is a real tribute to everyone who worked on the project.

unheard of, Clive Muscat of CTP says, it is rare for these walkways to need to be so long, but the team’s experience enabled them to respond to the demands of the project with ease.

The Wave was an important commercial landscaping project for landscape contractor Scape Shapes. Project Director Raith Anderson of Architects DBI Design summarised their contribution when he noted that “The landscape construction contributed significantly to the overall impact of the design.”

“The landscape was intended to reflect and compliment the design concept of the tower. That is why the majority of the landscape elements are free form,” said Anderson. “We are particularly happy with the way the podium level landscaping has turned out. When viewed from above you get the full impact of the large curved pool and spa with the surrounding free formed planters.”

Restricted access was just one of the challenges faced by Scape Shapes, which they met by introducing innovative new methods. Particularly towards the end of the job, Scape Shapes had to pave the streetscape under enormous pressure from other trades, pedestrians and the very limited street access in Surf Parade.

Scape Shapes provided landscaping of mature palms and trees as well as plants into gardens and planter boxes with full irrigation systems for the pools and BBQ areas on Levels 3, 4 and the Penthouse.

Scape Shapes also constructed large expanses of “free form” sandblasted coloured concrete footpaths with porphyry features and kerbing, including street signage, bollards, bins, benches, galvanised fencing, planters, pram and pedestrian crossings whilst a number of alfresco restaurants were opening for business. Through all

this, Scape Shapes managed to keep traffic moving through a very busy thoroughfare.

Scape Shapes also put down coloured topping slabs to the pool and BBQ areas on the third and fourth floors and tiled stairways between the two levels.

LCR Lindores Group Pty Ltd spent eighteen months working on The Wave, where they lifted all the precast panels to all levels. The flowing wave like structure of the building did however introduce some challenges.

Normally cranes are attached to the structure on every fifth floor, and in order to maintain this standard the company’s engineers found it necessary to devise and design new ties in order to fix the cranes accordingly. “Just another little challenge” for General Manager of Towers Gustavo Miller, whose ‘can do’ attitude is reflected in his comment “there is always a solution.” And there was.

International Award Winner

The Wave now has an international fan base…

It has been recognised internationally (even beyond Bollywood) with a second place in the world wide Emporis awards in 2007. This annual competition judges the world's best skyscrapers. Past winners include the world’s most internationally acclaimed towers.

Coming second to New York's Hearst Tower office building, the international jury praised its unusual rippled appearance, describing it as “like no other skyscraper.” It is one of the best such results ever for any Australian building.

Lawyer Tony Hickey, Dr Ho's Australian representative, said the project faced top class international competition from buildings that cost many times more than The Wave project and added that "To win a silver award is a real tribute to everyone who worked on the project.” A

Photo courtesy of DBI Design

Wright says there is “simply nothing else like it in Australia today that I am aware of ”.

So it was not surprising that the construction approach needed a bit of innovative thinking in order to order to best realise the wavelike flow while also maintaining the high construction and safety standards to which Multiplex are committed.

Of course, it was not just the waves that necessitated careful advanced planning, Multiplex’s standards are high and planning meetings were also used in order to coordinate other aspects of the construction process and facilitate the projects progress. This guaranteed the development was completed according to schedule and budget.

CTP Hoist & Crane Rigging’s extensive experience was crucial in creating the hoists and walkways needed to allow construction of The Wave.

Experienced hoist and crane riggers were essential for these unique balconies. Hoists had to be installed with the radical style in mind, while allowing proper access for construction workers and materials.

This exceptional team “ran the job really well, co-ordinating everything and making sure it all ran smoothly” according to Peter Bell of Brookfield Multiplex. Every week the development would move up another storey, necessitating CTP Hoist & Crane Rigging’s team of four workers to raise the hoists that extra level.

To allow for the flowing wave like shape of the balconies, CTP Hoist & Crane Rigging drew on their extensive experience and devised a series of different length walkways and designed a number of long ties, subsequently creating a series of walkways running from the hoist to the building. These walkways were short at the apex of the wave structure, but at its deepest point were nearly two metres long. These facilitated a smooth flow of traffic, while responding to the curved shape.

While adjusting walkways for buildings is not

Award Magazine | 51

PROJECT DIRECTORY | THE WAVE RESIDENTIAL TOWER ARCHITECT/INTERIOR DESIGN U DBI Design Pty Ltd. Contact: Raith Anderson Level 1, 9 Trickett Street Surfers Paradise, QLD 4217 P: 07 5539 9788 F: 07 5539 9789 www.dbidesign.com.au

DEVELOPER U Brookfield Multiplex 1 Kent Street Sydney, NSW 2000 P: 02 9256 5000 F: 02 9256 5001 www.brookfieldmultiplex.com

U Deemah Stone 78 Yerrick Road Lakemba, NSW 2195 P: 02 9758 9299 F: 02 9758 9176

DEWATERING U Australian Dewatering Systems Contact: Patrick Buckley 14 Manufacturer Drive Molendinar, QLD 4214 P: 07 5594 9607 F: 07 5594 9048

CIVIL/STRUCTURAL CONSULTANTS U Hyder Consulting Pty Ltd. Contact: Jim Forbes Level 5, 141 Walker Street North Sydney, NSW 2060 P: 02 8907 8207 F: 02 8907 9001 www.hyderconsulting.com

HYDRANTS U Christopher Contracting Pty Ltd. Contact: Geoff Christopher 513 Olsen Avenue Molendinar, QLD 4214 P: 07 5564 8231 F: 07 5564 8236 P: 04 1876 4315

CERAMIC TILING

CONCRETE FORMS & ACCESSORIES U Waco Kwikform Ltd. Contact: Bruce Mathison 30-32 Greg Chappell Drive Burleigh Gardens, QLD 4220 P: 07 5593 4514 F: 07 5593 8233 www.wacokwikform.com.au CONCRETE SUPPLY U Boral Resources (QLD) PO Box 1369 Milton, QLD 4064 P: 07 3867 7663 F: 07 3867 7455 CONSTRUCTION LIFTS, HOISTS & CRANES U Waco Kwikform Ltd. Contact: Bruce Mathison 30-32 Greg Chappell Drive Burleigh Gardens, QLD 4220 P: 07 5593 4514 F: 07 5593 8233 www.wacokwikform.com.au Additional Offices BRISBANE QLD 07 3271 5266 SYDNEY NSW 02 8684 8888 MELBOURNE VIC 03 9387 4566 ADELAIDE SA 08 8447 5550 PERTH WA 08 9201 5000 DEMOLITION U Waco Kwikform Ltd. Contact: Bruce Mathison 30-32 Greg Chappell Drive Burleigh Gardens, QLD 4220 P: 07 5593 4514 F: 07 5593 8233 www.wacokwikform.com.au DEMOLITION & EXCAVATION U Bastemeyer Group DETAIL CLEANING U Robrand Project Support Services Contact: Darcy Robinson, Kylie Morse 271 Wyampa Road, Bold Hills Brisbane, QLD 4036 P: 07 3261 3775 F: 07 3261 2012 P: 04 0878 3234 robrand@bigpond.net.au Robrand, again trusted to detail and another multiplex project, this time at The Wave. We at Robrand congratulate Peter and his staff on another great project.

Ride-on carpark and road, sweepers and scrubbers. Carpet care, acid washing, tile and concrete de-scaling, residue and mould removal, stainless steel lift detailing and residual oil applications.

52 | Award Magazine

Design & construction of hydraulic services to building including sanitary plumbing, sanitary drainage, syphonic downpipes, stormwater drainage, hot and cold water service, fire service, gas service, sanitary fixture and tapware information.

IRRIGATION SYSTEMS & ROOF DRAINS U Christopher Contracting Pty Ltd. Contact: Geoff Christopher 513 Olsen Avenue Molendinar, QLD 4214 P: 07 5564 8231 F: 07 5564 8236 LIFTS U Kone Elevators PLUMBING PRODUCTS & SERVICES U Christopher Contracting Pty Ltd. Contact: Geoff Christopher 513 Olsen Avenue Molendinar, QLD 4214 P: 07 5564 8231 F: 07 5564 8236 SAFETY ACCESS SYSTEMS U Safe @ Heights Pty Ltd. Contact: Rob Bullen 3/16 Dividend Street Mansfield, QLD 4122 P: 07 3349 2240 F: 07 3349 2242 P: 04 2442 9368 www.safetyatheights.com SAUNA & STEAMROOM SUPPLIERS U Brisbane Spa Centre Contact: Gary Croft 6 Seahorse Place Noosaville, QLD 4566 P: 13 0078 8488 F: 07 5474 3266 P: 04 1965 3086 www.saunas.com.au Additional Offices GOLD COAST QLD 13 0078 8488 BRISBANE QLD 13 0078 8488 SUNSHINE COAST QLD 13 0078 8488 Designer and builders of sauna and steam rooms. Importers of sauna and steam equipment, servicing all brands of sauna heaters and steam generators, portable spa pools and cedar hot tubs.

SEWAGE U Christopher Contracting Pty Ltd. Contact: Geoff Christopher 513 Olsen Avenue Molendinar, QLD 4214 P: 07 5564 8231 F: 07 5564 8236

SITE CONSTRUCTION U Waco Kwikform Ltd. Contact: Bruce Mathison 30-32 Greg Chappell Drive Burleigh Gardens, QLD 4220 P: 07 5593 4514 F: 07 5593 8233 www.wacokwikform.com.au TEMPORARY SERVICES & FACILITIES U ATCO Structures Pty Ltd. Contact: Keith Davison 300 Stapylton-Jacobs Wells Road, Stapylton Gold Coast, QLD 4207 P: 07 3382 6299 F: 07 3382 6288 www.atco-structures.com.au Additional Offices SYDNEY NSW 02 4587 8999 MELBOURNE VIC 03 9791 9171 TOWNSVILLE QLD 07 4774 6633 MACKAY QLD 07 4953 4944 GLADSTONE QLD Onsite accommodation provider.

TOWER CRANE U LCR Lindores Group Contact: Warren Read PO Box 66 Burleigh Heads, QLD 4220 P: 07 5593 4801 F: 07 5593 4817 www.lcrgroup.com.au URBAN DESIGN U DBI Design Pty Ltd. Level 1, 9 Trickett Street Surfers Paradise, QLD 4217 P: 07 5539 9788 F: 07 5539 9789 VINYL TILING U Master Kelwin Floors PO Box 6010 Yatala DC, QLD 4207 P: 07 3804 7744 07 3801 7733 WINDOWS U G James Glass & Aluminium (QLD) PO Box 5011 Gold Coast MC, QLD 9726 P: 07 5588 5755 F: 07 5588 5799

Product Showcase Product Description Tactiles, part of everyone’s environment

Product Features TGSIs come in two main types: • Warning indicators (dots) and directional indicators (bars) They can be constructed in two ways: • As discrete TGSIs – dots or bars made of one or two materials that are individually affixed to a substrate/surface, or as integrated TGSIs – dots or bars made of the same material and integrated as one consistent mass.

• Whatever your situation and application, DTAC will have a product suitable for your environment. If it doesn't its, their design and fabrication team will create one for you.

Product Applications TGSIs must be installed in accordance with the normative part of AS/NZS 1428.4 (2002) in situations that can be accessed by the general public such as: stairs, ramps, landings, escalators, travelators, pedestrian crossings and waiting platforms.

Tactile Ground Surface Indicators (TGSIs for short) are part of a global initiative to provide greater access for people in the built environment. TGSIs are primarily designed to give tactile warning to people so that they may safely negotiate the built environment.

“At DTAC we believe that the more people who can interact, access and utilize a built environment, the greater, more meaningful and successful that built environment can be.” said Dean Homicki CEO DTAC Pty Ltd. “We are aware that for some the term Accessibility can imply disability. DTAC adopts an alternate perspective to this, believing that TGSIs can create a greater usability within the context of the urban landscape”.

Through careful planning, consultation and education TGSIs can be introduced to create a truly interactive, accessible and useable environment. Felt under foot, detected by cane, or even read as a light contrast between a surface and a hazard, TGSIs give information to the vision impaired about where they are, where they are going and where they have been.

Whether you are new to TGSIs or are already an experienced user, DTAC can assist you with product selection for an application, product installation, certification, maintenance, and recycling of TGSIs. DTAC is available to assist you in getting your TGSI specification right the first time, ensuring your projects’ compliance with the relevant codes and standards.

For more information about this product: Please enter [0811] on the enclosed reader reply card

54 | Award Magazine

Product Showcase Product Description PPG now own the sole rights to manufacture and distribute PSX 700 Epoxy Polysiloxane. PSX700 is a patented engineered siloxane coating which embodies the properties of both a high performance epoxy and a polyurethane in one coat. This multi-purpose coating offers “breakthrough” weather resistance and corrosion control. A traditional 3-coat polyurethane system can be replaced by a 2-coat PSX 700 system with superior performance.

Australian Case Histories • Waubra Wind Farm • Telstra (Olympic) Stadium - Stadium • Southern Cross Train Station • Adelaide International Airport • Geelong Stadium • Melbourne Aquatic Centre • Croydon Aquatic Centre • Yarra Precinct Pedestrian Bridge • Roxby Downs Olympic Dam • M7 Bridges - Sydney • Port Adelaide Bridge • Millennium, OSCAR, EMU passenger trains • Caltex, Alcoa, Shell - land storage tanks

Product Features

Product Applications

PSX700 is a high performance finish coating with a silicate backbone that makes it almost impervious to the damaging effects of the intense Australian sunlight.

It offers the best UV resistance of any high performance protective coating.

PSX 700 is used as a protective coating on steel and concrete where corrosion protection, UV stability and chemical and graffiti resistance are priorities. It has a proven track record of 12 years on major structures around the world, including Australia.

• Better resistance to chalking and fading than the best polyurethanes

• Bridges and Stadiums

• Outstanding grafitti resistance

• Commercial Buildings

• Superior corrosion protection • Full colour range • Free of isocyanates • Low VOC, 120gm/L • Class A fire resistance • 2-Coat High Performance System

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For more information about this product: Please enter [0808] on the enclosed reader reply card

Award Magazine | 55

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© 2008 Bentley Systems, Incorporated. Bentley, the “B” Bentley logo, and GenerativeComponents are either registered or unregistered trademarks or service marks of Bentley Systems, Incorporated or one of its direct or indirect wholly-owned subsidiaries. All other trademarks are the property of their respective owners. All other brands and product names are trademarks of their respective owners.