10021 east kimberley submission final

E AS T K IMBE RLEY D EV ELOPMEN T P ACK AGEV AR IOU S PR OJE CT S

Provision of Architectural Services BMW 4160809

Submitted To:

Prepared By:

Department of Treasury and Finance Building Management and Works East Perth Tender Box Ground Floor 99 Plain Street East Perth WA 6000

James Christou + Partners In association with Suters Architects 12 Gugeri Street Claremont,6010.

T: 08 9321 4077 F: 08 9324 1248 A.C.N 009 250 177 www.jcpa.com.au

JOB 00000 PROJECT TITLE DEVELOPMENT RFT15316-08

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JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

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JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

SITE VISIT TO KUNUNURRA (8th March, 2010) Proposed Site for New Health Works

Kununurra DHS – Existing Grounds

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Introduction – Strategic Regional Design Alliance.

The East Kimberley Development Package is the ideal opportunity for our joint venture team. The strategic design alliance between Suters Architects and James Christou + Partners was formed over 12 months ago with the specific aim of servicing the health and educational design needs in regional Western Australia.

We offer WA Country Health and DoE our specific experience in the redevelopment and expansion of existing regional health campuses, primary school and secondary projects, short stay accommodation as well as remote clinic design expertise.

The JC+PA Education Team combined with Suters Heath Team has the resourcing and management capacity to undertake the separate design projects whilst maintaining the spare capacity which allows for both unforseen issues and the additional resourcing to maintain the projects on track for the tender target dates and to monitor progress and quality of the successive construction phases.

Suters Architects has undertaken over 300 health projects over the last 20 years. We have been involved in all stages of the procurement process from feasibility and masterplanning studies, design briefing, design, documentation, construction through to post occupancy evaluation. Our capability is further displayed by the fact that Suters has undertaken 29% of projects available on the NSW health Budget 2007-2008. Some of our recent health planning experience includes major redevelopments at the following hospitals:• Bendigo Hospital, Victoria ($450m) •

East Gippsland Hospital, Warrugal, Victoria ($250)

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Swan Hill Hospital, Victoria ($100m)

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Mater hospital Redevelopment, Newcastle - PPP ($150m)

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Auburn Hospital Redevelopment ($145m)

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Orange Hospital Redevelopment - PPP Bid ($170m)

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Innisfail Hospital Redevelopment ($42m)

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Queanbeyan Hospital Redevelopment ($50m)

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Cairns Hospital E.D. Redevelopment ($13m)

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Cairns Hospital - Cardiac / Oncology / MRI Redevelopment ($6.7m)

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Maitland Hospital E.D. Redevelopment ($9m)

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Manning Base Hospital E.D. Redevelopment ($9m)

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Nepean Hospital, Pathways Home (aged care) and Allied Health Redevelopment ($11m)

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Caboolture Mental Health Unit ($24m)

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Gosford Mental Health Unit & Entry Plaza ($24m)

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Newcastle Private Hospital (stage 3) ($24m)

Suters Architects has a proven track record with the delivery of health care projects all over New South Wales especially in rural and remote areas.

Of relevance to the East Kimberley, we are currently designing new hospitals in: • regional Victoria •

Cairns in Queensland,

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Thursday Island

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Alice Springs ( NT)

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Kintore (NT).

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Introduction – Strategic Regional Design Alliance.

Suters has a distinctive “grass roots” attitude to architecture and it is this dedication and passion that has given us the community awareness and a culture of social passion to strive to deliver health architecture that will tilt the balance towards Indigenous Health equality. This focus and understanding for health design appropriate for indigenous communities is displayed in the following projects which have a primary focus on indigenous health: • Alice Springs Hospital E.D. Redevelopment, Northern Territory ($10m) •

Renal Dialysis Unit, Kintore, Northern Territory

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Weipa Hospital Redevelopment, Queensland ($38m)

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Thursday Island Chronic Disease Centre & Hostels ($27m)

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Broken Hill Hospital, New South Wales ($30m)

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Community Health Centre, Walgett, New South Wales ($2.5m)

To further reinforce our commitment to this philosophy Ken Dyer, Principal of the firm and National Health Sector Leader, gave a presentation to the National Rural Health Alliance Conference in 2009 entitled “The Role of the Architect in Building Indigenous Health Equality”.

James Christou + Partners are well known to BMW for our educational expertise and specifically our regional focus. Recent regional projects of relevance with similar educational and cultural issues to the Kununurra DHS Redevelopment include: • Karratha SHS Stage 1 $38.5M (Education & Training Precinct) •

Karratha Leisure & Learning Masterplan $107M

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Eaton Community College & Community Sports Centre

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Geraldton Senior College Upgrades & Additions Stage 1

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Geraldton Senior College Upgrades & Additions Stage 2, inclusive of the Indigenous Languages Centre

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Durack Institute of Technology New Works, Upgrades & Additions

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Durack Institute of Technology Adaptable Trade Workshop.

JC+PA’s Education Campus development experience includes multi-staged successive upgrades, junior primary and secondary projects, K toY12 private school projects, masterplanning for staged redevelopments, additions and alterations as well as TAFE training facilities. Our team has successfully delivered projects for the following schools, and we note that all have achieved significant academic, social, sporting and cultural achievements following the completion of the project:

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Shenton College

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Kinross Colllege

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Rossmoyne SHS

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Hale School ( School Architect)

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Chidley Junior School Campus for St Hilda’s Anglican School for Girls ( School Architect)

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Wesley College

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Canning College Redevelopment

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Currambine Catholic Primary

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Introduction – Strategic Regional Design Alliance.

JC+PA Suters Joint Venture also have the runs on the board when it comes to health and educational campus redevelopments and several key points of difference for our demonstrated expertise for: •

management of difficult stakeholder groups and the capability to drive the project forwards with their consensus support through continuous management of stakeholder expectations through direct liaison and formal communications strategies,

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maintaining safe and fully operational secondary campuses during the redevelopment upgrade stages through considered design, understanding of construction sequencing and involvement of school management strategies for reducing the overall redevelopment period,

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specific understanding of integrated health delivery projects focused on holistic services to indigenous communities,

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dealing with potentially difficult sites issues requiring specialist investigations and experienced design management to eliminate assumptions from the pre-construction phases.

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understanding of the NW climate, logistics, seasonal constraints and buildability expertise for the Kimberley,

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Green Star accredited project expertised ( we offer actual achievement of 4 and 5 star rated accreditation). The added value of inclusion of WA’s leading Sustainability Consultancy, AECOM, within our overall architectural fee.

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appropriate selection of materials, building technologies and a practical approach to buildability with design consideration of the maintenance regime of BMW .The added value of inclusion of a Materials Scientist within our overall architectural fee.

And most important:

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The JC+PA Suters Joint Venture offers DoE and WA Country Health peace of mind that derives from:

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A proactive and responsive approach to project difficulties.

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Confidence and experience in the processes adopted.

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Experienced specialist professionals with expertise in the specific project type.

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Opportunities to provide input and feedback throughout.

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Being able to rely on the submission content and commitment of the nominated people to be there throughout the project duration. Direct involvement of both firm’s Directors, the satisfaction of knowing that the project is in good hands.

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Constant and ongoing liaison with the project participants with lines of communication always open.

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And the satisfaction, post delivery, of seeing the full potential of the project having been realised and providing ongoing added value to users.

Our commitment The Suters Health Team & JC+PA Education Team are ready and willing to take on the long term commitment of leading the East Kimberley Development Package.

We have allocated a first rate, unified team under a single point of leadership. Our collective expertise, across the board experience for these health and education projects combined with enthusiasm for achieving excellence will yield multiple benefits for the projects. Our Directors confirm the commitment of total resourcing support throughout, a consistency of project leadership across all stages of the development with hands-on management.

We want the challenge of the various projects which comprise the East Kimberley Development Package and we will use our remote regional experience to the full to deliver an outstanding result of which all associated with the project will be proud.

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Criteria 1.0 Project Team & Experience Relevant Experience – Health & Education Expertise We refer the selection panel to detailed project descriptions and images in the Appendix.

Health Project Experience Suters Architects health experience of direct relevance to the East Kimberley Development Package is summarised as follows: Weipa Hospital Weipa hospital is a single storey building arranged in a way to allow staff to deliver the integrated model of health care services to patients in the best possible way. The site is accessed from the North West corner via a new exit from the existing roundabout off John Evans Drive. The new access road entering the site splits into two, one directs patients, visitors and staff to the public car park and main entry, the other road directs ambulance and after hours emergency patients to the Queensland ambulance service. The building form is arranged in a series of spokes radiating from a central hub. This plan form maximises staff accessibility from a central control hub to all patient health service delivery areas, administrative support service facilities. The form of the building creates opportunities for a series of courtyards to provide external waiting areas for out patients, garden spaces for inpatients and staff facilities and maximises natural daylight into the building to bedrooms, offices and patient consulting rooms.

Innisfail Hospital The Innisfail Hospital redevelopment program proposes to demolish the buildings that can no longer be maintained or refurbished to provide a modern and efficient hospital. The plan is to provide a new one level building for clinical services including two existing buildings to incorporate the emergency department, inpatients, maternity, day surgery, medical imaging, outpatients, pharmacy, chemotherapy and ambulatory care. This level will also house administration offices, main entry and reception, medical records and kiosk. Support services are located on the lower ground floor. The redevelopment has been recently completed.

Broken Hill Hospital The building itself judiciously hints at the pastiche of textures and materials interpreted from the local context. The roofs build into a composition culminating in the roof identifying the main foyer “street” which connects the Thomas Street carpark entries. The building successfully fulfils the criteria of a major public edifice of regional significance while sitting comfortably within its locale. The design methodology responded to the self-sufficient nature of the community by inviting community consultation in the development of the various department briefs. Special needs, such as those associated with aboriginal health and aged care were identified and incorporated at masterplan stage. The region has four times the state average of aboriginal population. The hospital responds in several ways to service special health needs of this group. The custom of family members being allowed to live-in with patients is recognised. The arrangement of the bedroom wings facilitates access to a number of appropriately landscaped courtyards. Verandahs work as a transition between inside and out in a sometimes harsh environment. The indoor/outdoor link is reinforced particularly in the bedroom wings via themes of appropriate plant selections based on their culturally symbolic or medicinal qualities.

Alice Springs Emergency Department The Alice Springs Hospital (ASH) is the nominated Rural Referral Hospital, which services a vast catchment area that generates increasing demand for health services. Due to the higher acuity mix of patient and resultant increase admissions, there are a number of issues of concern in relation to existing Emergency Department (ED) facilities at the ASH. These issues include a shortfall in treatment places, inadequate treatment, observation and support areas that are significant contributors to bed block.

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Alice Springs Emergency Department ( Cont’d) There are also inadequate specialist facilities to accommodate mental health, paediatric & infectious patients. Additionally, approximately 80% of the patients attending the department are indigenous, however; the existing facility does not allow catering for the needs of the indigenous population such as their cultural beliefs.

The design of the new Emergency Department by Suters Architects is seen as an essential focal point to set the future planning evolution of the entire hospital. The proposed Emergency Department will provide: • A revised position to the east of the existing hospital presenting a better solution to the original master plan; •

A new dramatic focus to Alice Springs Hospital;

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A combined entry forecourt and gathering point to better address the needs of the indigenous population;

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Provision of a 2 storey building with a first storey shell space for future expansion;

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Provision of an Emergency Department of some 1731m2 with 35 treatment spaces and associated facilities;

The redevelopment of the Alice Springs Hospital Emergency Department has been an opportunity to design a world class facility that caters not only for the current and future needs of its staff and users, but one that is specifically built to deal with the functionality requirements to serve the indigenous population with cultural sensitivity. The objectives of the ASH mirror the vision for the reform of health service delivery at Kununurra Hospital.

Bendigo Hospital Redevelopment This significant project involved the Masterplanning and a Feasibility Study for the total redevelopment of this major Regional Hospital for 400 beds. The scope of this project included complex investigations and consideration of the possible reuse or demolition of a number of existing facilities. The masterplan solution adopted demolishes all but the most recent buildings and retains the significant heritage buildings, landscaping and infrastructure.

The project was expanded to include aspects of the adjacent Anne Caudle campus including relocation of some services and integration of energy systems that involved proposals for the replacement of the existing co-generation plant to the Acute Campus. The design incorporates a new ‘Hospital Street’ with retail and cafe facilities. The significant fall across the site and access requirements from all four surrounding streets added to the complexity of the planning model. These challenges inspired an innovative solution that capitalised on the difficult site context.

Thursday Island Chronic Disease Centre Located off the tip of the Cape York Peninsula, Thursday Island will be the location of the new Chronic Disease Centre for the Thursday Island District Hospital. The existing hospital will be upgraded with an integrated health facility, which has been designed to be clearly identifiable by the community and accommodates specialised renal dialysis services and the treatment, education and management of chronic diseases.

The design incorporates the technical aspects of a community based health care facility, with the stakeholder requirements of Queensland Health and the local community to provide the Torres Straits Islands with a higher level of health care facility, addressing the epidemic growth of chronic diseases in the area. The project has several key points of relevance to the Kununurra Hospital redevelopment.

The Blue House - Kintore Suters has recently become involved in a pro-bono design project ‘The Blue House’, a dialysis clinic situated in the remote township of Kintore in the Northern Territory. The project got underway when a group of Suters staff showed interest in pursing a project with ‘Architecture Without Frontiers’, and attended one of their meetings in Sydney late last year.

As the majority of AWF’s work is concentrated overseas, and the group were more interested in being involved in a project within Australia, it was decided that a project be sourced independently. Through Suters CEO, Robert Macindoe’s contact Sarah Brown manager of Western Desert Nganampa Walytja Palyantjaku Tjutaku Aboriginal Corp (WDNWPT) the Blue House project became possible. Kintore is located 530km west of Alice Springs nestled at the base of culturally important hills, Pulikatjara, meaning two hills.

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The population of Kintore is around 450, 96% of which are aboriginal and Torres Strait Islander people. The community has a school, women’s centre, medical clinic, store, an art centre, council office and an airstrip. The project involves the adaptive reuse of an existing building which was previously used as an aged care facility. The Blue-House at Kintore has relevance to the scale and issues of the Warmun Community Clinic. The building will be redesigned to house a dialysis unit with the capacity to dialyse up to 8 patients a day. In addition to this the clinic will provide an accommodation unit to lodge out of town patients as well as a health education resource area to help locals learn about their bodies and their health in culturally appropriate ways.

The Mater Experience – A Project Overview The Newcastle Mater Misericordiae Hospital demonstrates Suters Architects high end capabilities for comprehensive health planning and design delivery – the following project overview illustrates this expertise.

Suters, in association with PTW Architects, provided the urban design, architectural, health planning and interiors design for the successful Novacare Consortium for the public private partnership with NSW Health for the development of health services at the Newcastle Mater Misericordiae Hospital. We created a masterplan which gave the site cohesion as well as flexibility for future changes with the completed design providing a stimulating and pleasing environment for staff, patients and visitors. Our commission included the design, documentation and construction inspection for the redevelopment of the Calvary Mater Hospital summarised as: • three new wards, including a 30 Bed Oncology Inpatient Unit with Brachytherapy and Bariatric facilities, a 30 Bed Medical Inpatient Unit with CCU facilities and a 30 Bed Surgical Inpatient Unit, •

refurbishment of the existing 30 bed Haematology Unit and the 30 bed Drug and Alcohol Toxicology and Enabling Unit

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an Operation Suite with three operating rooms and a Day Surgery and Day Procedures Unit,

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a Medical Day Unit comprising 4 bed rooms, 20 treatment cubicles and staff support,

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a Medical Centre with sixteen Consult/Exam Rooms, two Procedure Rooms and eight Interview Rooms, and a Physical Therapies Treatment Unit,

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conference facilities, staff services and staff support facilities,

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service and engineering support including Catering Unit, Goods Receipt and Dispatch Unit with loading docks, Linen Service Unit, Waste Unit service, Engineering Workshops and a Mortuary Unit,

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new Emergency Department incorporating two resuscitation bays, 6 acute treatment bays, 8 open observation bays, 2 multi-purpose single rooms, decontamination facilities, ambulatory care components as well as a 12 bed Emergency Medical Unit [EMU],

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the redevelopment of the diagnostic unit to upgrade and include for radiographic procedures [two x-ray rooms], fluoroscopy, computerised tomography [CT], ultra-sound, mammography, cardiac testing facilities and nuclear medicine with E-Cam, PET-Cam and SPECT-Cam facilities,

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the medical records, administration and office accommodation facilities,

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The redevelopment of the Radiation Oncology Department with the almost doubling of radiotherapy services on the hospital site including:

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three new radiotherapy bunkers and support facilities to accommodate linear accelerators,

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the refurbishment of the existing bunkers, new brachytherapy facilities and the upgrade of the CT Scanning facilities,

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patient facilities including waiting areas, interview/consult rooms, procedure rooms and amenities,

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staff support including amenities, offices and research areas,

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The construction of a new 100 bed acute adult mental health facility that includes for:

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4 bed Psychiatric Emergency Care Centre [PECC], and 8 bed Psychiatric Intensive Care Unit [PICU],

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The Mater Experience – A Project Overview ( Cont’d) •

two 22 bed acute mental health ward units, plus a 22 bed mental health unit for older people as well as a 10 bed ward unit and a 12 bed ward unit for young adults,

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ambulatory care centre for outpatient and off unit programmes,

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the medical records, administration and office accommodation facilities to support the new unit

Design Aspects - Conceptual Framework: • The architectural quality embodied in the design addresses the following key objectives: •

The balance between the fundamental health planning relationships with their resultant building massing and the generation of architectural built forms that are required to simultaneously identify,

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An effective linkage with the existing - unifying while reducing the potential for an overall hospital institutional appearance,

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the identification of the hospital entry in planning and built form arrangements to aid visitor way-finding while addressing the potential conflicts between pedestrian, general vehicle and emergency vehicle circulation requirements within the same area,

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the reinforcement of the hospital address from Edith Street in the built forms and hard and soft landscape elements leading up to the entry structure,

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the development of controlled vehicle circulation routes within the site that utilise the built forms in the architectural composition,

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the development of pedestrian circulation routes to and within the site that utilise the built forms and landscape in the architectural composition while addressing the relationship to the residential nature of Lorna Street with the landscaped avenue, the building set-back and form break-ups combined with the gradual stepping up the site to establish the relationship with the existing Convent and McAuley buildings,

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the development of a landscape language across the whole site as an additional unifying design element linking the active street frontages to the south and east with the passive pedestrian areas to the north and west.

Redevelopment Staging The major challenge was to provide a design solution that allowed the hospital to be redeveloped on its own footprint while remaining in full operation, including the essential Emergency Department. This operational continuity, in a sense, dictated the design approach to solving those functions while considering how, as each stage developed, the hospital could operate for patients public and staff. The design addressed: • an understanding of key aspects required for the hospitals operation tailored to needs through intensive workshops with clients and users, •

an understanding of the site and the services required to maintain the functioning hospital,

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using those aspects in conjunction with the health planning and facility services planning to feed into the master plan,

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A rigorous and robust testing process to evaluate the options to drive solutions for consideration including:

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time strategies,

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costing strategies,

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construction strategies,

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health delivery and clinical strategies,

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interim disruption and temporary relocation strategies.

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The Mater Experience – A Project Overview ( Cont’d) The original hospital had problematic circulation and way finding and therefore a major influence on the floor plan and layout design was improved patient flow and way finding. The emphasis on the project being staged and operational had key influences on department locations and how they functioned, in order that they were located once and in their final position, rather than having to be moved a number of times as the stages progressed.

Hospital Street The ‘Hospital Street’ is important design driver which provides a major connection between two co-located hospitals - the Mater [with its focus on emergency and hospital activities] and the 100 bed acute mental hospital [including ambulatory care support facilities]. The hospital street identifies the entry, and creates a large, three-storey linking volume with a south east aspect, forming the spine of the building. It provides opportunities for meeting, circulating and way-finding via café seating lounges and links to the various department entrances. The intention was to create a more active, light, welcoming and spacious entry experience in lieu of entering into a non-descript foyer and proceeding to lifts.

New within Existing The exterior of the building was designed around the two functions of the separate hospitals. The redevelopment of the Mater had to mesh with the existing research building, while linking with, and turning the corner of the site to the Mental Health hospital which needed to relate more to the residential scale of the areas opposite. That is, the extension of the existing research hospital has a style that is more institutional, angular and formal, however as the site expands to the north the building bulk is broken down, to a more residential scale with pitched rooves, brick facades, domestic style fenestration, and landscaping on the street frontage to mask the partially underground carpark.

Mental Health The design driver for mental health was that its main frontage addresses a residential area, coupled with developing a residential aesthetic both internally externally in relation to scale and interior design to reduce the clinical aspects of the hospital environment. The design and layouts for the acute mental health facility have provided an innovative layout with excellent visual security and a minimum of circulation. Staff areas are efficiently separated from patient areas, while allowing the fast response times necessary in a mental health facility.

Landscape The landscape concept was to have a central courtyard garden symbolising the ‘lungs’ of the building for use as a breakout space for staff and patients while the street frontages landscaping was also used to break down the scale and to soften the public edges of the building with an ‘urban forest’.

The landscape was designed as a positive space that will aid in emotional and therapeutic healing as an extension to the internal function to each facility. The landscape has been designed to be flexible and able to serve multiple functions but above all stimulate a relaxing environment to relieve stress for staff, visitors, patients and residents. The landscape has been designed as an escape from the internal stresses and emotions that arise within the various facilities.

Natural Light One of the key drivers to a therapeutic environment coupled with energy efficiency and sustainability is the use of natural light throughout the hospital combined with the control of sunlight penetration through façade treatments. The following were considered in the design concept: • the development of glass facades to circulation corridors [both public and staff] to provide natural light and outlook as a method to address the length of corridors and visual orientation on the hospital site, •

the incorporation of glass facades and large windows within the hospital areas as a façade treatment for the reduction of massing while providing for natural light, outlook and orientation internally,

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the development of the south facing hospital street with outlook to the landscaped entry areas and the external coffee shop terrace,

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the aspects of the waiting areas to provide natural light and outlook while considering privacy,

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the circulation corridors to Mental Health and the links to the Convent with outlook onto the lawn and landscaped area between them as well as the corridors visual impact on those areas.

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The Mater Experience – A Project Overview ( Cont’d) Energy Efficiency and Sustainability The energy efficiency and sustainability in the design process included the following components: • adaptive re-use of the Convent and McAuley buildings, •

the use of natural light and ventilation throughout the hospital,

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the control of sunlight penetration through façade treatments and the balance between winter and summer aspects,

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the material selection and façade detailing in relation to solar heat gain and internal heat loss,

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Energy efficiency approaches worked through the consultation design development process with the following incorporated:

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centralised plant arrangement in lieu of satellite plant directed at reduction in energy consumption with its impact on running costs and maintenance budgets,

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waste heat recovery from mechanical plant processes applied to hot water central plant systems,

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passive solar design with high levels of insulation, high thermal mass, optimum use of daylight, low energy lighting and automated building management systems,

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water resource management with rainwater collection for use and low water use appliances,

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photo voltaic cell array for assistance in energy supply to central plant,

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flexibility in the hospital design to address for change of functions, expansion and additions and construction for disassembly.

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Education Project Experience James Christou & Partners have a wealth of accumulated experience and expertise for educational projects, particularly design for existing Campus Redevelopment. We highlight our experience in this regard as follows:

Karratha Education & Training Precinct JC+PA were appointed in 2005 to undertake the Masterplan and design delivery of the Karratha SHS located on the Pilbara TAFE Campus in Karratha, initially as an integrated model. We subsequently have undertaken the design delivery of the Stage 1 with the Senior School handed over for the start of the 2010 school year. The $38M Stage 1 comprises general and specialist education facilities for senior school, including a Performing Arts Centre. The Stage 1 works required forward works to create replacement carparking, upgrades of the central chiller plant and fire services system to accommodate the new works. Considered planning and ongoing liaison with TAFE site managers allowed normal Campus operations to continue with minimum compromise.

Karratha Leisure and Learning Precinct. We have also undertaken the Masterplanning for the $45M Stage 2 (Y8,Y9 & Y10 component) combined with the Shire of Roebourne’s consolidation of Leisure and Recreation facilities on the TAFE site, being the Karratha Leisure and Learning Precinct. This plan has been endorsed by the Shire Council, Karratha stakeholders and is currently moving through Government Gateway analysis. The approximate total cost is $107M Geraldton Education & Training Precinct. We have been involved with Geraldton Senior College (GSC) and Durack Institute of Technology (Central West TAFE) since 2005 having initially been commissioned by BMW to undertake the Geraldton Education & Training Precinct Masterplan over both the GSC site and DIT sites. Our Stage 1 new works and upgrades of the Geraldton Senior College has been hailed a major success and confirmed the revitalisation objective for this respected institution. Our current Stage 2 project will go to tender in March 2010 and includes new works, recycling of existing building stock and upgrades. The Campus character of GSC has been greatly enhanced by these works and significant behavioural and socialisation benefits have been reported. Our involvement with Durack Institute of Technology has been significant and is ongoing. The initial works have been primarily to improve facilitation of Senior High School students onto the Training Campus with the creation of U Block Training Kitchen for Hospitality, Additions to L Block, O Block & P Block for Trades and Construction. All works were constructed without compromising operations and safety. Now we are proceeding with the new S Block Adaptable Trade Skills Workshop currently at tender. As well as these projects we are assisting Durack with their proposed new Centre for Environmental Management and Sustainability Training which is targeting a 6 Green Star rating under the GBCA Education v1 Pilot Rating Tool, the first in WA to seek this accreditation level.

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New Library

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New Café 150 Seat Capacity / Canteen Kitchen

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Refurbished Vocational Education Centre

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New Landscape Upgrades

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Additions, Upgrades & Alterations to Arts/ Media Block.

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Science Centre Upgrade Works

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Indigenous Languages Centre

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New terraced Amphitheatre & Landscape Upgrades

Kinross College. JC+PA undertook the total delivery of Kinross College (a unique Y6 to Y10 model for the middle schooling years). Kinross College has an enrolment of 1100 students. We commenced with the Masterplan in 2001.

The project was delivered over three separate stages of design and construction – all completed on time and budget and full in accordance with the original Masterplan. The Staged development had minimum impact on the ongoing operations of the school as it the staged methodology was conceived at Masterplan stage. We are currently administering the BER project on the site which has been located where future expansion had been planned. The staged development comprised:

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Stage 1 : Learning Community No 1, Staff Studies, Carparking, Arrival/ Pick-Up, Administration & Playing Field

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Stage 2: Learning Communities No 2 & No 3, Library, Café, Food Tech, Staff Collegiate, Exernal Covered Sports Centre, Changerooms, Performing Arts, Visual Arts & Carparking

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Stage 3 : Year 10 Block, Science, Design & Technology

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Stage 4: BER Project ( two multi-purpose blocks converted to allied science centre).

Hale School. As School Architects for Hale, JC+PA have undertaken several major staged upgrades while maintaining normal operations throughout all phases of redevelopment. The site has similar age of original building stock and established native parkland characteristics to Applecross SHS. Our projects include past and current work over the last 10 years of continuous service which total in excess of $75M:

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New Boarding House & Masters Residences

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New Health Science & Wellness Centre

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Upgrades to Junior School

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Upgrade to School Hall & Learning Areas

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New Forrest Library, New Learning Centre / IT Support/ Staff Studies

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New School Middle School

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New Multi-Purpose Centre

Wesley College. As School Architects over the last eight years we have undertaken the College Campus Masterplan enabling the approval of a series of major projects and progressive minor upgrades. Normal operations were maintained throughout all building works. The projects have all reinforced the character and thematic of Wesley College •

New Design Technology & Arts Centre

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Boarding House Upgrade & Additions

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Joseph Green Centre Redevelopment (comprising New Additions & Recycling for Performing Arts / Music / Media/ Café/ Boarders’ Dining/ General Learning/ Staff Collegiate, Amphitheatre & Landscape Works)

• St Hilda’s Anglican School for Girls. As School Architects since 2005, we have undertaken the following projects: •

Performing Arts Centre ( $12M 900 seats)

•

Chidley Campus – New Junior School

Rossmoyne SHS. JC+PA have undertaken the Redevelopment Masterplan of the existing school site working in conjunction with DoE’s Julius Robertson to determine the optimum staging proposals according to a likely flow of funding. We were also responsible design delivery of the Stage 1 – New Science Centre comprising 7 Laboratories with a riverine landscape outlook to Bull Creek.

Canning College Redevelopment. JC+PA have undertaken the 2002 Redevelopment Masterplan for Canning College, Bentley which is one of DoE’s Y11 & Y12 specialist school for tertiary entrance preparation and community education programmes. As such Canning College has a significant number of mature-age and overseas students enrolled. The average age is over 20 years. Formerly, the Bentley Senior High School the 60 year old campus was in need of updating and redesign to meet the needs of the adult users. JC+PA implemented the Stage 1 of the Masterplan with a two phase build, initially constructing a New Library & Study Centre and then conversion of the EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 15 RFT BMW 4160809

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former library into an IT Training Centre. The work involved extensive landscape upgrades to create a sense of tertiary environment and to improve personal security. The staged redevelopment was implemented without compromise to Campus operations.

•

New Library & Study Centre

•

Refurbished IT Centre

•

Landscape Upgrade Works

Curtin University – Curtin Stadium JC+PA were commissioned by Curtin to masterplan, design and deliver the centrepiece of their Campus sports facilities, the New Curtin Stadium completed on budget in mid-2009. The project required a forward works contract for a new 500 carbay carpark which assisted with minimising compromise to campus operations and also provided the Contractor with a controlled site yard. The project tender result was under budget which prompted the client to increase the scope and quality of the facilities which was implemented during the construction phase. We are continuing with the Masterplan with upgrades and additions to associated sports buildings.

•

Curtin Stadium (Events & Recreation Venue)

•

Landscape & carparking facilities

•

Upgrades to Curtin Dome & Club Facilities

• Eaton SHS. JC+PA delivered the full development of the new Eaton SHS including a major community sports centre and community library. The Eaton project located 10kms north of Bunbury demonstrated a capability to implement a masterplan alternative to DoE’s initial proposal due to the site analysis and community wishes to retain an existing wetland environment. The result is a positive interaction with the natural landscape and an ongoing educational resource.

• City of Gosnells Civic Centre Redevelopment Whilst not an Education project the City of Gosnells Civic Redevelopment demonstrates our high order ESD credentials. JC+PA were selected in 2005 to undertake the Masterplan resolution of the City of Gosnells Administration site on Albany Highway. We were subsequently commissioned to undertake the total design delivery of this 5 Green Star project, comprising a Stage 1 three level New Civic Administration which was handed over in mid-2009 and the Stage 2 refurbishment and additions of the existing facility being the balance of administration, function facility and Council Chambers. This project required ESD expertise, a fundamental implementation strategy and detailed Masterplanning. The client is delighted with the results of Stage 1 and eagerly awaits completion of Stage 2 in August 2010.

Educational Masterplanning: We can demonstrate Masterplan design expertise and processes appropriate for ensuring that the Kununurra DHS Redevelopment results in optimising every design opportunity and eliminates conflict and compromise issues.

We consider it paramount that the briefing process focuses the client group on their priority of educational objectives and are given realistic feedback on the scope and quality possible within the available funding. We document the brief in terms of prioritisation of requirements and then we carry out an analysis against the physical constraints and opportunities of the site.

We are open and accountable for the design decision-making process which maximises appropriate spatial and educational relationship opportunities while minimising the compromise of stage development (particularly during construction).

•

Shenton College

•

Canning College Redevelopment

•

Kinross College

•

Rossmoyne SHS Campus Masterplan

•

Eaton High School

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•

Karratha E & T Precinct

•

Geraldton Senior College Stage 1

•

Central West TAFE New Works, Additions & Upgrades

•

Hale School Campus Redevelopment

•

Wesley College Campus Redevelopment

•

St Hilda’s Chidley Campus

•

Wesley College D&T, Visual Arts Centre

•

Wesley College Joseph Green Centre: Performing Arts, Library Annexe, Café, Learning Areas

•

Wesley College Junior School – New Amenities & Additions

•

Canning College Stage 1: Library-Learning Centre & IT Centre

•

Rossmoyne SHS Campus Masterplan Redevelopment and Rossmoyne SHS Science & Technology Centre: Stage 1

Sustainability Design Expertise: JC+PA have comprehensive sustainability experience to offer BMW. Of the 9 Green Star accredited projects in Western Australia, JC+PA currently has two accredited projects:

•

City of Gosnells Civic Administration (5 Green Star)

•

Parkland Rise Office Building (4 Green Star)

Our nominated Project Design Architect, Steven Smyth is a GBCA Green Star Accredited Professional with extensive ESD design expertise. We have included the additional specialist services of Graham Agar, Sustainability Consultant AECOM (Refer to Appendix Resumes) who has outstanding Green Star credentials – he will manage the direction and assessment measure against the Green Star Rating Tool.

We have established a record of passive ESD performance in our school projects with innovative design solutions demonstrated at Shenton College, Easton SHS, Rossmoyne SHS, Geraldton Senior College, Kinross College, Hale School, Wesley College and St Hilda’s.

Materials and Detailing Expertise: The team offered for the project are all senior experienced personnel with a focus for design resolution. Our focus on risk management with the continuous improvement in the design product and specifically the selection and detailing of materials has lead us to incorporate a Materials Scientist as an integral part of our architectural team. We include in our fee proposal the services of Dr Armand Zurhaar of Zedcon Scientific Services who will:

•

Review the results of site investigations.

•

Input on building methodology selection & material selections.

•

Review design development package.

•

Review documentation and specification.

•

Establish site specific quality check procedures.

•

Available to assist the Superintendent’s Representative with on-site and off-site quality checks of Contractor’s work as required ( additional disbursement cost).

Difficult Sites: James Christou + Partners Architects have extensive experience in dealing with coastal sites, potentially difficult sites requiring specialist investigations and experienced design management of dealing with environmental , climate geotechnical issues, contamination, civil stormwater drainage issues, piled foundations, rock, major civil works, heritage, or remnant bushland retention.

These issues are noted in the project examples offered in this submission.

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Criteria 1.0 1.3 Key Members Team – Reasons for Selection

The following selected members of Suters Architect’s’Health Team and JC+PA’s Education Team are nominated for the East Kimberley Development Package and are all highly experienced with the wide range of project skills necessary to deliver the projects successfully.

Our team operates within a collaborative design studio environment where design opportunities are openly explored and tested.

Our design outputs are managed using a specifically structured online project methodology to ensure the project processes are delivered effectively and efficiently.

We refer the selection panel to the Curriculum Vitae for each nominated person provided in the Appendix of this submission.

Project Director – Overall East Kimberley Package Delivery Murray Johns, Director Murray will be the Project Director responsible for the overall delivery of the East Kimberley Development Package as well as Project Director responsible for the Educational Facilities. Murray Johns will personally lead the East Kimberley Development Package project throughout all stages of delivery, his selection provides BMW with the certainty of leadership control over the entirety of the project. He brings a wealth of expertise for major campus redevelopment projects and education design. Murray will also handle the Education Consultation and Briefing phase jointly with our head of Interior Design, Kirsty Griffiths. He will be supported by James Christou who provides the key back-up role. Murray will be the single point of contact for BMW from project commencement to the end of the final defects period.

Project Director Health Facilities Edward Clode, - Principal Major Projects Director

Edward Clode will be the Project Director and Design Manager of the Health facilities. The key experience Ed brings to the Health Infrastructure Master Planning in his role as Design Manager stems from his involvement in similar major projects.

These include: the Mater Hospital [$180, NSW Health’s first PPP project, complex high tech facilities including medical research]; City Quarter redevelopment of the former Camperdown Children’s Hospital site into a major inner city residential precinct [$150m, project management of 9 medium rise buildings from design to completion]; the CareWest PPP bid for the Orange Hospital [$180m principal consultant and management of the design team], Plenary PPP bid for the redevelopment of Royal North Shore Hospital [$750m, co-managing the design team of 40 professionals throughout the intense bid process working in a dedicated project office for 3 months]; and recently, the design management of the BER Western Sydney Mountain Team for Brookfield Multiplex Constructions [in the order of $100m].

Health Planner Ken Dyer – Principal and Health Sector Team Leader

Ken has been with Suters for over ten years and was made a Principal in 2007. He is the co-leader of Suters’ Health Unit and has been the senior project architect responsible for a diverse range of health care projects for both the public and private sectors over the past twelve years. Although based in Sydney, he is particularly familiar with regional projects and understands the right approach to delivering solutions that incorporate good design, meet budget requirements and reflect the needs of the users. He has a wealth of Health Planning knowledge with the ability to come up with the right solution to suit all the site and user constraints.

Health Facilities Design Stuart Landrigan – Senior Associate Stuart is the NSW Leader of Suters health team. From October 2004 to April 2006 Stuart was seconded to Nightingale Associates in the UK. Working as a Senior Architect, Stuart has worked on a number of Private Finance Initiative projects in the health sector and also research laboratory projects with the University of Oxford. This UK experience has provided a greatly expanded understanding of health care facilities in Europe and different procurement processes. Masterplanning of small and large scale Health projects has been part of a number of health projects of relevant experience, including the masterplanning for short and long term growth for the Newcastle Private Hospital site as part of the John Hunter Campus.

Health Facilities Design Matt Kenchington – Design Manager Matt joined the Sydney Office of the Practice in 2001. He is experienced in a diverse range of project types including residential, civic, health and education architecture and was made an Associate in 2006. Matt has an adaptability to accommodate the needs of all stakeholders while maintaining the design integrity of a project. He is currently the Sydney

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Office Design Manager with a special interest in the integration of sustainability and design to produce successful health project outcomes that exceed client expectations.

Education Planner James Christou – Managing Director James provides the lead in establishing the design philosophy and management principles for the professional development of the practice and has gained an international reputation for high end design and masterplanning. He is extensively involved in every design project in the office. James’ design skills and professionalism have been rewarded with commissions for some of Western Australia’s most significant developments. James has undertaken the Project Director or Design Director role for key education projects: - Shenton College - Eaton Community College & Recreation Centre - Hale School Masterplan + Various Projects - Curtin University Recreation & Events Centre With comprehensive experience in major Education and Community planning, design and operation, as well as comprehensive experience of project delivery in the Kimberley, including design of the Broome Visitors’ Centre and the multiaward winning Cable Beach Club Resort Redevelopment. His involvement will deliver a risk free project.

At all times James Christou and Murray Johns provide an ongoing Executive support role to each other. They see each others emails and continuously exchange project progress information. James will provide the Executive Project Director back-up to Murray Johns in the event of leave of absence.

Education Facilities Design, Project Architect & Contract Administration John Main, Associate Director

He is a highly experienced Project Leader with extensive expertise established through project management roles for large institutional buildings, education, convention, health, transport, airports and university projects both in the UK and Australia.

He brings to projects a high order of management and project control. He brings 35 years of contract administration expertise to this project and can be relied on to ensure that the Contractor’s performance is closely monitored throughout stages of construction. John has direct Kimberley region expertise – he was the Contract Administrator for the Cable Beach Club Resort Redevelopment and Broome Visitor’s Centre. John has taken the Superintendent’s Representative role on the following BMW Projects:Kinross College (Stage 2 & 3),Eaton Community College,New Perth Fire Station,Ellenbrook Fire Station, Curtin House Refurbishment (CIB Police Headquarters) • Education Facilities Design - Design Architect Steven Smyth ,Senior Project Architect John will be assisted throughout by Project Leader, Steven Smyth, who has recently undertaken the Project Leadership of a $29.5M package of projects for Hale School (comprising the $16M Hale School Library & Learning Areas whilst simultaneously taking the $11M Hale Middle School project and $2.5M Multi-Purpose Hall through to Tender Award - all projects being under the client’s budget). Significantly, the selection of Steven will bring to the East Kimberley Development a set of strong design, sound project management, excellent communication skills and the additional value of his knowledge and expertise for ESD (he is a GBCA Green Star Accredited Professional).

Lead Interior Designer Kirsty Griffiths, Associate Director- Interior Design The selection of Kirsty Griffiths to lead the space planning and interior design will result in a consistent and high quality level of design resolutions. Kirsty will facilitate the Briefing phase with Murray Johns. Her interiors team as nominated below will handle the detail space planning, Interior Design and FF&E selection and scheduling under her direction.

Project Manager David LeMessurier, Senior Project Manager / Architect The nature and complexities of the East Kimberley Development Package requires specific focus on project management support to the Project Director and Project Leader. David’s selection is due to his project management experience gained over a 40 year career. David provides a continuous Project Management role within our practice to analyse the implications of the design for buildability, staging and compliance issues. David’s role includes driving the project outputs at each phase of work and conformance to Risk Management Plans, our Project Handbook protocols and Quality Reviews.

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Design Manager Neil Evans, Associate Director- Design Manager Neil Evans has comprehensive expertise for managing major projects and the IT and document control necessary to achieve a smooth project delivery. Neil provides the role of Design Manager within our firm, having responsibility for maintaining design and documentation protocols. The design and documentation outputs are regularly audited by Neil.

Building Information Models (BIM) are managed under strict protocols maintained by Neil Evans.

Documentation Co-ordinator Dean Heslop, Senior Documentation Technician Dean will be the Documentation Co-ordinator for each stage of work and his consistent involvement will carry forward construction knowledge specific to the East Kimberley Development Package. He will provide John Main with CA support during construction.

Education Designer Derek Swift, Associate Director - Design Derek Swift’s key design role within our practice and experience with major masterplanning is the reason for his involvement in the Concept Phase of each stage of the works for Applecross SHS Redevelopment.

Education Designer Melinda Whelan, Associate Director - Design Melinda Whelan’s experience with education projects and design development skills are the reason for her selection and we confirm she will be involved in the Concept, Design Development and Documentation phases of Applecross SHS Redevelopment.

Interiors Project Manager Zurani Ong, Senior Project Architect Zurani has extensive schools design and project delivery experience, including Kinross College, Wesley College, GSC and Durack Institute of Technology. She will be involved in the Design Development and Documentation phases. During the construction phases she principally will be assisting the Interiors Team as school liaison and management of the FF&E procurement.

Interior Design Support Kestyn Foulner, Interior Architect Kestyn will handle the documentation of all room layouts, cabinetwork, material and finishes scheduling and the FF&E selection and scheduling. Kestyn has undertaken this role on Hale School projects, GSC, Catholic BER projects and Curtin Stadium.

Sustainability Consultant Graham Agar , AECOM Sustainability Team Leader Selected as Green School ESD Specialist Consultant, and an integral member of the JC+PA Design Team. Graham is WA’s foremost sustainability experts responsible for several 5 Greenstar accreditations and WA’s only 6 Greenstar accreditation.

Materials Scientist Dr Armand Zurhaar, Zedcon Scientific Services Armand will provide key inputs and review of the materials selection, specification and detailing as well as an on-site quality monitoring inspection.

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Company’s Track Record - Overview of Organisations

Suters Architects Pty Ltd is a multi-disciplinary architecture practice with 170 staff across offices in Sydney, Newcastle, Melbourne, Brisbane, and Cairns. Specialised expertise has been developed over a wide range of health related projects; we are recognised for our design management and innovation in the delivery of outstanding Health Care Facilities.

While Suters has grown to have offices along the eastern sea board of Australia, the regional beginnings of the firm still inform the culture of the Suters. An extensive list of repeat clients is testament to our personal service which combines the technical ability and resources of a large metropolitan firm with a down-to-earth attitude. The positive delivery of health services is created by designing an accessible, stimulating, comfortable environment for patients, visitors and staff. Our health care projects consider patient flow, management efficiencies, supervision, security, natural light and outlook in combination with the clinical and service requirements.

We have successfully undertaken a wide range of health care projects in metropolitan and regional Australia, a distribution that includes New South Wales, Victoria, Queensland and the Northern Territory. Whilst each project is unique, there are requirements common to all health projects. The capital cost of the building must be economical; recurrent costs for building operation, maintenance and staffing must be minimised and the structure and internal planning must be flexible to allow for changes to enable the facility to effectively serve future generations.

Health facilities are amongst the most complex of building types with many briefs, users and planning parameters. We do not rely on one person’s knowledge but instead have a robust TEAM approach with the expertise spread across the entire practice. The Suters Health Team is a dynamic group of senior staff with extensive experience in health planning, design, documentation and construction of all types of healthcare facilities, it is a cohesive group that will provide effective communication of design ideas, design management, lessons learnt and current trends to ensure all projects can be delivered at an optimum level. The Suters Team for the East Kimberley Development Package will be lead by Edward Clode through a project executive that includes Ken Dyer, Stuart Landrigan and Matt Kenchington. The CVs attached outline the expertise of the Suters Team and the roles that each will undertake in the project.

James Christou + Partners Architects is a wholly WA owned design practice, with a reputation for design excellence and a comprehensive project profile. Within its first three years of being founded by James Christou in 1985, the practice was awarded the highest Architectural and Civic Design Award from the R.A.I.A. WA Chapter. Since that time the firm has experienced continuous project growth and capacity expansion. We have a stable staffing of 30 people. From our base location in Western Australia has been engaged in a wide range of projects within Australia and the South-East Asia – Asia Pacific region. These projects include masterplanning of marinas, waterfront and golf resorts, urban masterplanning, commercial and mixed use buildings, retail, medium density residential, sport and recreation, entertainment, resorts – health, spa and tourism, educational and civic buildings, low cost housing, space planning and interiors.

As a client, the first thing you will notice with James Christou + Partners Architects is that we work quite differently to most other architectural firms. Perhaps the key difference is the way in which we initiate design via collaborative briefing workshops. This highly focussed, immersive process enables the client to be directly involved in the earliest stages of the project.

This is our way of ensuring the JC+PA design team is informed of all possible issues. The team’s design output is then communicated to the client by early sketches, models, samples and working drawings. The activity of continuous exploring, testing, and refinement of the virtual building during the design phase results in the genuine design clarity for the built form, places and spaces.

The James Christou + Partners Architects design team has an exceptional range of talent and experience. Our open plan office layout encourages an interactive and supportive team environment and is a continual buzz of energy and activity.

Our work embraces architecture, urban design and interiors, refurbishment and redevelopments .Our design process asking the right questions, listening, analysing and creating.

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PROJECT ORGANISATION CHART Department of Treasury and Finance Building Management and Works

Project Executive BMW PCG & BMW Rep

Education Stakeholders All Inputs

Health Stakeholders All Inputs

Project Executive Project Manager Murray Johns

Project Executive Education Planner James Christou

Project Executive Design Manager Edward Clode

Project Executive Health Planner Ken Dyer

Education Facilities Discipline Leaders John Main Steven Smyth

Consultant Group Discipline Leaders Education + Health All Inputs

Health Facilities Discipline Leaders Stuart Landrigan Matt Kenchington

Education Facilities Project Support Melinda Whelan Derek Swift

Consultant Group Project Support Education + Health All Inputs

Health Facilities Project Support Adrienne Shultz Dean Cotter

Managing Contractor

. Please reference to Appendix 1.ii for the individual Curriculum Vitae of nominated Team Members CLIENT INVOLVEMENT AND CONSULTATION PROCESSES: Our team’s methodology to address the key issues and tasks in order to achieve the desired project objectives, are underpinned by a ‘Partnering’ philosophy whereby an integrated team approach is encouraged and actively pursued. The Partnering philosophy is fundamentally about the needs and expectations of users, viewing the project as a step in a much larger value-added chain and delivering a quality environment to the personnel who ultimately operate and use the building, Partnering requires all key stakeholders to develop a common sense of mission and to understand each other’s objectives, committing to working together in a team-like way. Focus is placed on joint project management, issue identification and resolution, operational understandings, risk management, value management and the establishment of effective communication. To ensure that all required functionality is incorporated into the planning, it is essential that there is a clear and transparent understanding and communication of requirements between BMW, JC+PA Suters, the consultant team, user EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 22 RFT BMW 4160809

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groups, and key stakeholders. JC+PA Suters will take an inclusive approach to the design process based upon the formation of strong, effective relationships with the project director, other relevant stakeholders, the consultant team members and authorities. We recognise that the finest design outcomes are not the result of an individual or single consultant, but the result of teams, both consultant and client, working effectively together with clear communication.

METHODOLOGY: JC+PA Suters aims to take a proactive role in ensuring that a complete co-ordinated design of the required quality is delivered on time and in accordance with the project brief. This will be achieved by developing the collaborative working environment with BMW and the site specific Project Teams. The JC+PA Suters design management team for this project has been chosen based on their proven track record and ability to deliver these tasks effectively. Our intention is to provide continuity throughout the design and therefore the core members of the team will be dedicated to the project. In addition, the core team will grow naturally in line with the project’s progress to effectively manage the detailed design and production requirements.

The project timetable must incorporate two distinct but inextricably linked processes, namely the timely development of the design together with the incorporation of the outcomes of the user group meetings and medical planning requirements. The integration of these processes is seen as fundamental to the successful delivery of a design that meets BMW’s aspirations in terms of functionality and affordability and is delivered within the required timetable. To deliver within these parameters requires a team with in-depth education and healthcare design experience. A robust design programme will be developed which will reflect the needs of the Department of Health and the clinical medical planning reviews and be co-ordinated with the needs of the identified design deliverables. This will be agreed with BMW and the site specific Project Teams and reviewed regularly to ensure the overall programme through to design completion is achieved.

Evaluating Context – site identity and analysis – design principles – sustainable development – community engagement – project brief – initial proposals

Design Integration – specific assessments – site connections – urban form and infrastructure – user input and brief development – master plan and schematic design – agreed vision

Detail Place Design – detailed design – design guides – detailing the place – building(s) & public realm – services – staged construction – approvals

Delivering Places – managing delivery – maintaining quality – management structures – self-sustaining communities – systems maintenance – monitoring reports – site culture – future development plans

The Suters Health Team will work closely with and support BMW , WA Country Health and DoE to ensure that effective and consistent design management is delivered across the project. Murray Johns and Edward Clode are fully supported by a project executive team of health and education facility planners and designers. As a united team we will take the lead in ensuring the total integration of all project issues into a seamless design process. Our design management processes will direct the team, with support from project engineers and other specialists who will each carry specific responsibility for contributing to the design management process. These tasks will be allocated dependent on whether they are ‘progress or ‘technical’ related.

Progress tasks include: – design responsibility, – project systems, – information production and distribution, – approval procedures, – design deliverables schedules, – design interface matrices.

Technical tasks include: – project IT and CAD standards, – technical queries, – multi-disciplinary design co-ordination, – project consent approvals, – quality of design/production information, – co-ordination of value engineering management exercises.

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and

value

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UNDERSTANDING KEY RISKS AND ISSUES: •

Risks are items that can be managed through a number of processes. It is imperative not to allow possible risks to take over the process, but to understand the type and level of risk involved and to make provision for the management of those risks in the planning. We are committed to providing innovative solutions within the identified project constraints [normally time and cost]. Our approach to achieving this objective is to identify from the outset the salient issues and success criteria upon which the project will be judged. Upon identification of specific areas of risk, management processes are adopted nominating specific personnel to regularly monitor and report against these areas of concern.

•

The Risk Management Plan remains a ‘live’ document throughout the process to enable regular reporting against all risk issues. We will identify project risks with the commencement of the Risk Management process using protocols in accordance with AS 31000-2009. Any potential risks or conflict issues with the project objectives and priorities would be countered with a strategy for resolution and referred firstly to BMW and then to WA Country Health & DoE representatives for their input, assessment and approval before tabling the recommended action at the next PCG meeting.

Risks and issues involved include: –

Quality of service provision

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Transport logistics and access

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Clinical Efficiency

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Efficient clinical planning

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Patient satisfaction

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Wayfinding

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Defining achievable and measurable programs and milestones

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Differing Authority requirements

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Appropriate stakeholder involvement

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Incompatible site restrictions and operating requirements

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Managing changing stakeholder requirements

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Construction zones and operational facilities

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Required Sign-offs

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Client Brief complete & approved on programme

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Staging, logistics, relocations and decanting

SPECIFIC HEALTH FACILITY PLANNING AND CONSIDERATION OF CLINICAL LINKAGES: The issues faced by the Australian healthcare system are common throughout the world - to effectively provide for ageing populations, to improve the quality of healthcare environments, and to balance rising healthcare costs against limited budgets.

There has been a move away from the traditional segmented system to an integrated ‘holistic’ system. The old-fashioned hospital department is no longer an independent entity; facilities are now ideally shared and members of staff are becoming multi-skilled. Satellite facilities such as pathology and pharmacy are replacing larger centralised units. Hospitals are now seen as part of an integrated community healthcare system which comprises home care, ambulatory care, aged care and preventative medicine, in addition to standard inpatient services. Each component of a healthcare facility must be considered as part of the larger care system. As medical and computer technology advance, many procedures such as telepathology and imaging will be carried out remotely from where they are assessed.

The challenge for future health planners is to manage this process of operational restructuring to enable an integrated system to develop. Successful outcomes will result in more efficient uses of physical and human resources, and an elimination of ‘empire building’. At a people level, healthcare facilities also need to provide an environment which will contribute towards healthy outcomes. Research is substantiating the notion that there is a direct relationship between one’s mental state and one’s physical well-being. That is, environment and aesthetics have a controlling influence on a person’s health, and general quality of life elements - such as colour, light, views, gardens, art, music, food, laughter and joy - need to be incorporated into healthcare design.

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EXISTING BUILDING CONDITION ASSESSMENT Suters has extensive experience with the preparation of existing building condition assessments on both health and nonhealth sites. We have evolved a pragmatic and systematic approach to these assessments which will show a transparent outcome of various buildings’ conditions, their capability for retention and reuse or whether they should be demolished. We believe the outcomes of these assessments should not predicate or restrict the optimum master planning solution for a hospital. They should utilise the opportunities presented to enhance the solution as we discovered on the Swan Hill master planning.

In this project it was found a robust, good quality multistorey building could not be justified for demolition, yet had outgrown its usefulness as a clinic building. Its deep footprint gave the opportunity for the insertion of an atrium, which would facilitate the building change of use to community/allied health and administrative purposes and would also achieve new found ESD initiatives.

In house, we can also provide additional Heritage Assessment expertise that relates to the overall approach of commercial viable sites and an understanding of adaptive reuse of significant structures. Our own head office premises in Newcastle shows our ability in this area, transforming a disused Bond Store into first rate office accommodation.

STRATEGIC/DEMAND PLANNING FOR FUTURE STAGING AND EXPANSION The design of new hospitals present a very rare opportunities for “greenfield” site approaches. By their very nature due to past siting decisions, infrastructure provisions and capital outlays, the norm is to design on a ‘Brownfield’ site with the aim to build a new while maintaining all operational requirements during the process. We understand the need to carefully design the project so that it can be constructed in stages with minimal disruption to the operations of the facility to allow it to continue to function. The staging for a project is a key consideration at the master plan phase and is reviewed as the design develops.

The Mater Hospital Newcastle redevelopment provides invaluable experience in the development of planning solutions that allowed the hospital to be redeveloped on its own footprint while remaining in full operation. This, in a sense, dictated the design approach to solving those functions while considering how, as each stage developed, the hospital could operate safely for patients, public and staff. Valuable lessons learned that will be applied to the Master Planning Services include: – an understanding of key aspects required for the hospital’s operation tailored to needs, the site and the services required to maintain the functioning hospital, – using those aspects in conjunction with the health planning and facility services planning to feed into the master plan, – a rigorous and robust testing process to evaluate the options to drive solutions for consideration, – the processes involved in testing those solutions including time strategies, costing strategies, construction strategies, health delivery strategies, interim disruption and temporary relocation strategies, – the understanding of the balance between capital and recurrent costs to fully test design options in relation to either maintaining or relocating existing facilities or services as part of the design solutions, – the consideration of change management strategies within the process to address current and planned operational requirements and the influences that apply to design solutions.

Hospitals Suters has undertaken with major staging implications and working in operating campuses include: – Royal North Shore Hospital PPP bid [$750m] – Cairns Base Hospital in Block C for the expansion of the ED, ICU, SCBU, MRI and MI departments – Bendigo Hospital, Victoria [$450m] – Swan Hill Hospital, Victoria [$100m] – Auburn Hospital Redevelopment [$145m] – Orange Hospital Redevelopment PPP Bid [$170m] – Queanbeyan Hospital Redevelopment [$50m] – Innisfail Hospital Redevelopment [$42m] – Newcastle Private Hospital Stage 3 [$24m] – Gosford Mental Health Unit and Entry Plaza [$24m] – Alice Springs Hospital E.D. Redevelopment [$10m]

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Maitland Hospital E.D. Redevelopment [$9m] Manning Base Hospital E.D. Redevelopment [$9m] Liverpool Hospital E.D. Redevelopment [$11m] – Nepean Hospital, PHAH Redevelopment [$11m] – Multiple Non-Acute Mental Health Projects at Shellharbour, Wollongong, Sutherland, James Fletcher and Coffs Harbour Hospitals [$40m]

– – –

Our experience on the above projects demonstrates our understanding of the staging complexities required to enable the development of design decisions and strategies for the optimum outcomes of the completed hospital while maintaining a fully functional and operational hospital during the construction phases. Consideration needs to be given not only to maintaining clinical functionality but to a myriad of support aspects that go with it such as: access, amenity, traffic, parking, servicing and services patients, staff, visitors, way finding, environment, construction methods.

SITE WIDE SERVICES INFRASTRUCTURE DEVELOPMENT As engineering systems form a significant part of the hospital’s capital and operational budget it is seen as necessary that design not only suit the hospital’s operation from the commencement of services, but also cater for the expected future trends in models of care and change in service delivery. Lessons learned in the bid formulation and delivery of the services design for the Mater Redevelopment PPP and, for the bid submissions for Orange Hospital Redevelopment PPP and the Royal North Shore Hospital PPP, will be used to inform the health planning services.

The services design philosophy adopted should be indicative not only of the function of the buildings and its occupants, but also the approach of the design process. Common to the overall design is the intent to purse design that is excellent by its simplicity, its elegance and freedom from complication. The process commences with the assessment of the existing site wide services infrastructure and develops with the master planning informing the design with an understanding of: – the general system description outlining deficiencies and potentials, – the suitability of the services, – the serviceability of the services, – the sustainability of the services, – the durability of the services, – the cost implications of the services including capital, maintenance, recurrent, replacement and life cycle.

The site wide services infrastructure assessments and inputs will address: existing site services their locations and maintenance or diversion strategies, – electrical services strategies including power supply, authority infrastructure and high and low voltage campus reticulation, standby and UPS systems and associated site reticulation [horizontal and vertical] and space allocations, – communication services strategies including supply authority infrastructure along with associated site reticulation [horizontal and vertical] and space allocations, – hydraulic services strategies including supply authority infrastructure, site reticulation covering water, sewer, trade waste and natural gas while investigating re-use options through black/grey water treatment options as well as rainwater harvesting, – fire services strategies for fire hydrants, hose reels, sprinkler systems, fire detection, EWIS and associated site reticulation [horizontal and vertical] and space allocations, – mechanical services strategies for heating and cooling systems, air handling systems, smoke exhaust systems along with co-generation options and associated site reticulation [horizontal and vertical] and space allocations,, – medical gas services strategies for supply, storage and associated site reticulation [horizontal and vertical] and space allocations, – ESD initiatives associated with all engineering services –

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Key Staff Experience in Education Projects

James Christou Murray Johns Stephen Smyth

John Main

Derek Swift

Melinda Whelan

Career information on all the above individuals is provided in Appendix 1.ii attached.

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Curtin University Events Centre

Geraldton Senior College

Rossmoyne Science & Technology

Karratha Education & Training(Stage 1)

Hale Middle School

Kes Foulner

RFT BMW 4160809

Zurani Ong

Neil Evans Kirsty Griffiths

Hale Library & I.T Centre

Hale School Masterplan

Hale School Junior Upgrade

Hale School Boarding

Wesley College Joseph Green Centre

Wesley College Boarding

Wesley College Masterplan

Wesley College D & T / Arts\Business

St Hilda’s Junior School

Canning College

Eaton Community College

Relevant Education Projects involving similar Scope of Service Delivery

Kinross College (MS)

Shenton College (MS/ SS)

James Christou + Partners Architect’s commitment to educational projects within WA has ensured that a very high proportion of Architectural and Technical staff have had substantial involvement with school commissions, as highlighted in the table. The nominated members from our Education Team have a well developed sense of confidence and teamwork honed over years of jointly delivering education projects, as illustrated below:

JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

2.0 2.1

Consultation & Communication Consultation with Stakeholders

JC+PA have achieved an enviable record of meeting the high expectations of DoE with the production of innovative Project Briefs alongside managing the overarching objective to raise education benchmark standards, implement equity through standardised pattern modules and incorporating the local educational focus and stakeholder issues. An integral feature of our professional service is the ability of all our key personnel to listen to clients and stakeholders and provide a responsive, available, friendly and effective working relationship. We drive the DoE agenda for systemic equity and benchmarked provision whilst incorporating the local educational focus and concerns.

Suters Architects Consultation and Communications methodology mirrors this approach with a specific focus on the equity between clinical objectives and creation of the holistic patient responsive health-care environment. Central to the delivery of our service will be working closely with the client team within the design process to review, develop and refine. Our approach incorporates a series of processes to manage and affect this integration and team building. Equally important to this is the recognition of the nature of the client and stakeholders, the role of the project director, the input of facility planning, clinical services, engineering, traffic advisors, and cost planning consultants, and the need for transparency of process, quality control, responsibility, and risk management.

The consultation process will: • establish a liaison and consultation mechanism, •

encourage a contribution and feedback process through fortnightly design meetings and specific design milestone workshops,

•

establish a communication strategy and establish communications links to resolve issues expediently,

•

set an agreed programme around the milestones and establish a monitoring process,

•

establish a process to manage and record agreed development decisions to enable the transparency of the process to be followed.

The JC+PA and Suters Architects methodology is to proactively manage the project to resolve conflict and manage community expectation issues by: • Listening •

Asking the key questions

•

Building trust in the Project Team & the process

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Creating an open conversation with key the stakeholders, demonstrating that their opinion is valued and assists shaping the detailed project definition.

•

Challenging pre-conceptions of what is possible

•

Involvement of the Community in identifying the existing problems

•

Collaboratively developing masterplan solutions

Conflict management is all about communication, building trust and a true sense of partnership – these are the keys to a smooth delivery of a project. With major health and education redevelopment projects, it is particularly important to build real relationships with the key players and gain their trust in your professional skills and their understanding of the project processes which will follow.

We engage at a level which demands the participation of the key people. The communication process is open and transparent with a substantial amount of time being invested upfront on the ground working to identify the myriad of issues confronting the community, jointly framing the definition of problems and identifying opportunities and solutions.

Our starting point for the East Kimberley Development Package will be for the JC+PA Suters Team to initially spend a full week in Kununurra under a highly structured programme of Design Workshops to fully address the briefing completion for all projects, review the Masterplanning options and determine the overall direction for the delivery of the project package Project EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 28 RFT BMW 4160809

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Briefing programme, getting to know the people, analysing the accommodation schedule, the site context and the school community’s issues of concern. We will be consciously building these personal relationships with the client representatives – these personal connections will then sustain the project momentum and communication lines for the next three years – essential for the successful delivery of the total redevelopment.

We consider that this period is important for both our Team and the key client group to develop a collaborative understanding of the final vision and create the personal relationships that will yield project benefits as we work through the myriad of issues together. The design workshop sessions and presentations will be used as a process for the refinement of the development options to establish the preferred development option. These sessions will vary from detailed value management sessions, to small and intense design working sessions critically reviewing and testing, approaches, assumptions and options. The sessions will be open and creative, enabling ideas and comments to be sought from all parties.

Therefore, master plan solutions evolve from the consideration of a wide array of opportunities, views, and ideas, fostering ownership for the variety of interest groups, client stakeholders, and consultant team representatives. During these review sessions, the evolving design will be benchmarked against national standards to ensure the design quality of the final project is appropriate.

Site Visit to Kununurra – 8th March,2010 As we are active in numerous major community and commercial projects in Broome, Karratha and Port Hedland we took the opportunity to go the extra distance and specifically visit Kununurra to acquaint our team first hand with the key project issues and opportunities presented by the East Kimberley Development Package.

We interviewed Kununurra DHS Principal, Matt Wren and WA Country Health representatives, Anne Sinclair and Karrie Farmer.

From these meetings and our analysis of the masterplanning proposals for the projects as well as the extensive brief identified in the RFT we believe we havea solid understanding of the key issues affecting the project.

We have included comment of these identified project issues where relevant in our submission we and also provide the following summary which informs our understanding of the project:

•

The operational continuity of the both the Kununurra DHS and the Kununurra Health Campus is essential during the redevelopment phases. The masterplan must incorporate allocation of appropriate site yards, with consideration of construction access, lay-down areas for bulk materials, steelwork erection and contractor parking.

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WA Country Heath must complete their Clinical Services Plan before the Project Brief can be endorsed and the Conceptual Design can really commence.

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The current Masterplan for the Intregrated Primary Health Centre( IPHC) has some considerable deficiencies in relation to both the functional brief and the site context. For example, the planning does not adequately allow for controlled flow of patients, staff and visitors to and from the existing hospital. The administrative component is shown as the link with the existing facility.

•

The best linkage point to the existing hospital is the corridor which runs between Pathology and Medical Imaging, both being areas which are likely to expand in future but are also services that IPHC patients would be referred to frequently. The location and linkage of the IPHC needs to account for this expansion.

•

Another likely issue for both sites will be the design and implementation of the site services, fire ring main and irrigation. All requiring continuity throughout the redevelopment. The site services route has the potential to negatively impact on the existing landscape vegetation, large trees unless landscape is accounted for in the masterplan stage.

•

The character of the Kununurra sites is sub-tropical, relaxed and informal with an abundance of mature trees and a generous parkland feel. The Masterplanning should seek to maintain and reflect that character bringing the open landscape qualities indoors. The Draft Masterplanning unnecessarily eliminates numerous mature trees. We strongly believe that all design efforts should be made to protect and enhance these site qualities.

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•

The Draft Masterplan and proposed staging strategy requires further analysis and refinement to try to reduce the overall redevelopment period in order to minimise operational compromise to the Health Campus and to the school community. Reduction in construction timeframes will put more value back into the projects.

•

Both the existing and proposed masterplans have physical and duty of care issues created by the layout and multiple entry points. The Draft Masterplan implies a design which will inevitably result in a perimeter security fence in order to achieve an acceptable and secure environment. The design must consider the future implications of personal security and predominantly use the built form as the secure boundary to the learning environment.

•

The intent of the school is to create a more appropriate separation of the junior and senior cohorts. The Draft Masterplan does not adequately define external spaces relating to the specific age groups at the school. DoE’s own research demonstrates greatly improved academic and socialisation outcomes through considered separation of the age groupings, design of appropriate external spaces and integration of the play and socialisation spaces associated with learning areas. The junior cohort would greatly benefit from specific design considerations for their introduction and transition into the senior educational environment.

•

Environmentally Sustainable Design commences at Masterplan phase and achievement of an equivalent 4 star rating as a minimum and 5 star as a target requires a team who have project accreditation expertise combined with an in depth understanding of ESD for both schools and health projects. The Draft Masterplan for the IPHC indicates major design deficiencies for achieving energy efficient buildings – the planning illustrates an approximate 1000sqm floorplate for the administrative component which implies double corridors, internalised offices and reduction of external views. Together with the orientation off north-south, this fundamental decision reduces natural lighting options, eliminates cross-ventilation opportunities, and requires constant mechanical system assistance to achieve the required air changes per hour and temperature control to all learning areas.

•

Given the opportunity to deliver this project, we would immediately review the Draft Masterplanning assumptions with the client group regarding the WA Country Health & the DoE’s priorities.

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The intent of the School Principal has been to establish a Teacher Training Centre for Remote Education on the DHS site. The Centre would be focused on attracting talented student teachers from all over Australia and giving them an insight into remote and indigenous education.

•

With regard to the Short Stay Accommodation – in the interview it was made clear to us that this accommodation is for outpatients from outside of Kununurra to allow them to access the integrated health services. The accommodation is not for post-operative recovery. These accommodation units do not need to be modelled after hospital suites and there is more carparking supplied than actually required. We also understand that there are some land resolution issues to confirm before the planning can be finalised.

•

With regard to the Warmun Community remote Clinic – the interview identified that the proposed concept in the RFT did not meet the identified issues or intent of the brief. The client’s intention is for it to be more of a consulting focus, to address security, provide short-stay accommodation for locum staff and also the ambience to be “not intimidating or overly clinical”. The design also needs to consider the implications for delivery as modular construction to achieve best value and address the logistics of being 200kms south of Kununurra.

•

The focus on relevant design responsive to indigenous culture is very important for both projects. The experience of the built form is as important as how people are welcomed onto the site.

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Proven Communications Expertise Design expertise for indigenous communities.

Suters Architects has a proven track record with the delivery of health care projects all over New South Wales especially in rural and remote areas. We are also currently designing new hospitals in regional Victoria, at Cairns in Queensland, Thursday Island and Alice Springs and Kintore in the Northern Territory.

Suters has a distinctive “grass roots” attitude to architecture and it’s this dedication and passion that has given us the community awareness and a culture of social passion to strive to deliver health architecture that will tilt the balance towards Indigenous Health equality. This is displayed in the following projects which have a primary focus on the ingenious community.      

Alice Springs Hospital E.D. Redevelopment, Northern Territory ($10m) Renal Dialysis Unit, Kintore, Northern Territory Weipa Hospital Redevelopment, Queensland ($38m) Thursday Island Chronic Disease Centre & Hostels ($27m) Broken Hill Hospital, New South Wales ($30m) Community Health Centre, Walgett, New South Wales ($2.5m)

To further reinforce our commitment to this philosophy Ken Dyer, principal of the firm and National Health Sector Leader, gave a presentation to the National Rural Health Alliance Conference in 2009 entitled “The Role of the Architect in Building Indigenous Health Equality”.

Understanding It is the role of the architect to understand the inherent cultural difference within the indigenous community and how best to integrate these in the design of any health facility. The incorporation of any cultural element must be inherent to the design not just a token addition at a later stage. These elements need to be integrated for the entire patient journey from entry, to waiting, through to treatment, on to recovery and exiting the facility.

The redevelopment at Alice Springs Emergency Department is a good example of this approach with the key to the new entry about creating a sense of arrival that was culturally appropriate. The existing hospital entry is similar to Kununurra Hospital, a purely functional experience, a drop off area dominated by cars and a reception lacking a welcome. The indigenous population tries to gather around sparse trees and landscaping in a sea of carparking.

We needed to redress this by providing a “gathering” space at the entry that would be up lifting, open and clearly people orientated. We need to welcome everybody and entice them to feel comfortable about using this health service. This entry forecourt leads into a more fluid shaped waiting area. This area is seen as a transition space “a verandah space”. It helps with the transition from the open outside area into the more fixed clinic areas. It is purposely oversized; both in floor area and volume to comfortably accommodate large numbers. We intend the space to have mixed mode air conditioning (that is mainly natural ventilation) to again enhance the idea of a more comfortable transition into the clinical space which can be a harrowing experience for the indigenous user.

Dignity and Respect The understanding of cultural differences must lead to a sensitivity of design that will respect beliefs and ensure appropriate dignity to the indigenous users especially within the clinical areas.

In the Alice Springs project as the journey progressed into the clinical space, the traditional barn emergency department layout with cubicles all focused around a central staff station was not going to work for the indigenous user. There were issues with the openness and the lack of respect and the amount of noise that this would generate. This traditional approach also had issues regarding not providing appropriate gender and tribal separation. There also needed to be a visual separation (i.e. the patients not viewing each other directly) in order to reduce anxiety and aggression.

At first it seemed like the clinical needs could not meet these distinct indigenous patient needs. However, by collaboratively working through the Clinical Services Plan with the clients and by thinking outside the square, literally, we came up with a planning concept for a series of “pods” that were splayed in plan to avoid direct visual overlooking. The pods were in smaller groups of 4 beds to reduce noise as well as assisting with gender and tribal separation with a more intimate feeling.These pods also have the opportunity for external views wherever possible to enhance the patient’s connection with the outside.

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The pods will be nursed individually and are clustered around a central station to ensure observation and clinical response can be maintained. The accepted design has struck a balance with clinical objectives and the cultural needs of the primary patient group.

Daylight and External Access Both these elements are essential in any design but are even more significant for the indigenous community to accept and use a health facility.

In Weipa Hospital project the building form is arranged in a series of spokes radiating from a central hub. This plan form creates opportunities for a series of courtyards to provide external waiting areas for out patients, garden spaces to inpatients and maximises natural daylight into the building to bedrooms, offices and patient consulting rooms.

The Broken Hill Hospital also had the arrangement of the bedroom wings to facilitate access to a number of landscaped courtyards. Verandahs work as a transition between inside and out in a sometimes harsh environment. The indoor/outdoor link is reinforced particularly in bedroom wings by theming of appropriate plant selections based on their symbolic or medicinal qualities.

Ownership Suters has recently become involved in a pro-bono design project ‘The Blue House’, a dialysis clinic situated in the remote township of Kintore in the Northern Territory.

The project involves the adaptive reuse of an existing building which you can see here. It was previously used as an aged care facility. The building will be redesigned to house a dialysis unit with the capacity to dialyse up to 8 patients a day. In addition to this the clinic will provide an accommodation unit to lodge out of town patients and health educators. The education is extremely important for the locals to learn about their bodies and their health in culturally appropriate ways.

This project was basically an initiative of the local aboriginal community. The community were saying “We don’t want you to do it for us, we want you to help us do it ourselves.”

So the Kintore community wanted to expand services to treat more locals with kidney disease, by having a purpose built dialysis facility which also provides space for a community kitchen and education space. That is, the project would be not just being a place for dialysis but a centre of well-being for the community.

Indigenous communities need places where the emphasis isn’t just on the treatment or “feeling crook”. It becomes a gathering place, a place of support and acceptance. It becomes a real community asset rather than just a couple of dialysis chairs. The Blue House is a symbol that the people are able to come up to their own solutions to a health problem. They feel genuinely that they have control in their lives and their own health outcomes.

Educational Stakeholder Management Education projects often involve the management of difficult stakeholder groups and the capability to gain consensus support in order to drive the project forwards to completion with effective communication throughout.

The following JC+PA projects demonstrate the approaches we would take if similar issues arose at Kununurra DHS: • Shenton College was a highly successful project which resulted from a collaborative briefing process involving numerous, and highly passionate, user groups and stakeholders. Initial conflict with a local bushland protection group resulted in them becoming partners with the school in conservation of remnant bushland on the site.

•

Karratha Education & Training was a challenging process with a DET agenda for a fully integrated secondary and TAFE model which was initially resisted locally. Multi-layered implications for the implementation required additional and ongoing consultation processes as the stakeholder representatives changed over the course of the project.

•

Eaton High School the initial DET masterplan over the site advocated infill of the existing wetland, the local community lobbied for retention. We listened and reviewed the masterplan. JC+PA’s solution retained and enhanced the wetland as a key educational resource and site feature which benefited the project scope as it was a more economical civil design approach to the initial masterplan proposal. We also gained total consensus from DoE, Council and Community for the design of the joint use facilities (Recreation Centre and Library).

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•

Rossmoyne SHS the resolution of the site redevelopment masterplan achieved consensus after consultation processes which focused the school community on the likely staged redevelopment. DoE’s agenda was achieved and the new Science Centre Stage 1 proceeded with full consensus.

•

Geraldton Senior College Stage 1 the limited funding required a consultation process which focused the school on prioritisation of their facility requirements. Involvement of a wide-ranging reference group in the Stage 1 Briefing Phase provided the School with direction and priority - consensus was quickly achieved and Stage 2 as recommended by DoE was endorsed.

The monitoring of stakeholder expectations through direct and continuous communications is a key part of our methodology. We assist the School by providing regular explanatory drawings, artist images, cgi renders and descriptions of project progress for publication on the school’s website and newsletters.

Wishes and Needs Our strategy is simple and direct: we use our secondary redevelopment education expertise to quickly identify and satisfactorily reconcile the “wishes” versus “needs” of the user groups within the school. We assist the School Principal to prioritise needs on the basis of evaluation against educational objectives and outcomes.

Our first task is to listen and understand the stakeholder’s concerns and individual agendas with favour or judgement. We have developed the skills of asking the right questions to bring forward definition of the teaching and learning opportunities. We prepare a detailed Project Brief to confirm our understanding of their needs, and we respectfully respond by providing feedback on the actual project scope. Importantly, we provide personal feedback on the proposed course of action with the reasons why decisions have been made. Where relevant we explain the limitations on the Project Brief given the available funding. We resolve the Masterplan appropriately for the site context and functionality relationship of facilities in accordance with educational objectives of the school while delivering on the DoE’s briefed facility programme, key project policy, educational objectives, equity standards and core quality expectations. We believe the key is to focus the group on delivery of DoE’s Brief with a high level of user interaction and local contextual response.

This open and continuous dialogue yields both a satisfaction with the process and an embrace of the result. Users know that they have been fully consulted and have had an equitable opportunity to contribute to the design. As a consequence they are more likely to take ownership, and have a real and lasting pride in the finished school. The converse is that users who are not party to the analysis of the issues and development of solutions are more likely to have issues with the end result – we therefore use the Project Brief as the key communication tool to “bring on board” new project participants.

Key Objectives for Redevelopment of an Existing Campus •

Integration of educational relationships with physical relationships.

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Inclusion of specialist capabilities whilst maximising use of shared flexible facilities.

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Accommodating multiple pathway education - both Tertiary and Vocational destinations with appropriate physical environment for upper secondary cohort.

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Learning styles: moving to self directed learning spaces to accommodate individuals and small groups.

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A sense of being within a secure community within an existing larger learning community (particularly for the youngest cohort).

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Ensuring clear orientation and easy transition through the Campus.

Education Campus Goals •

Place-making: the objective of creating a homogenous Campus whilst affording each age group to relate to the place and take ownership of the spaces.

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Resilience: A sense of personal self worth, confidence and maturity which promotes social interaction that builds individual character and resilience.

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Freedom, Movement, Trust – enabling for ease of physical relationships - creating leadership opportunities for students. A place where students choose to spend time and interact positively.

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Campus Design Considerations •

A Village: a core ethos is that it should be a village that is safe, secure and supportive of all that are housed within it. The masterplan must be generated by this aim and the educational model.

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Curriculum: focus on the links and provision of evolving opportunity. Being responsive to individual student needs and different pedagogy styles.

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Colour and Vibrance: a key design objective is the creation of a stimulating learning environment using colour, activity and vibrance.

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Programme: autonomous and self sustaining learning communities able to develop and maintain their own programming (through enhanced capability, agility and flexibility of design).

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Technology: all students having anywhere, anytime access to technology.

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Relationships: a key upper primary & secondary schooling strategy is the establishment of relationships, development of personal identity, core social values and social responsibility.

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Environmental Sustainability: the masterplanning must provide appropriate protection from prevailing conditions whilst ensuring maximum passive performance and environmental comfort. The design of the campus must be an educational demonstration of best practice ESD- a foundation for an developing an environmentally aware culture.

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Traffic: the safe resolution of car parking, traffic flows and pedestrian movement.

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Participation: The User- Groups’ participation, involvement and support is a core element of our design process.

The integration of the school specific approach to educational management is a key design input.

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Socialisation: the creation of socialisation space with appropriate physical settings both internally and externally have a major contribution to student behaviour and promoting positive socialisation, sense of safety and ownership.

Standard Outcomes of Our Team’s Methodology •

Stakeholder trust in the process and Team with consensus on the Project Brief gained before the design process commences.

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We achieve consistently greater than 95% client and stakeholder first time approval of Brief Outcomes and resulting Masterplan and Concept Designs for each option studied, with minimal subsequent changes.

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Proactive and early resolution of stakeholder conflict or risk issues.

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Significant improvements in facility type and operational efficiencies: increased usable area in less area or cost than comparable facilities.

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Expectation management is treated with due care – the design process is carefully managed to obtain needs and creative opportunities without raising false hopes or expectations before the full scope can be fully confirmed.

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We conduct a critical phase of taking the client group through prioritisation of each briefing item. This is a significant process for establishing cost management control at the earliest phase, an executive task involving the Quantity Surveyor.

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A comprehensive record of findings and outcomes is provided as support and evidence of the decision-making process.

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3.0

Experience with Managing Contractor Arrangements

Kimberley Region Procurement We understand the motivation of BMW to package these projects together in order to create greater interest from Contractors and to create a critical mass of work that assists with the substantial costs of project mobilisation and preliminaries overheads that Contractors must bear.

We have recent experience with the staged redevelopment, new works, upgrades and additions of the Cable Beach Club Resort in Broome with a total contract cost of $35M. The project was conducted whilst te resort remained fully operational.

The Contractor was involved in the latter stages of documentation to refine the logistics and construction methodologies. The project met all client timeframes, was delivered within budget and resulted in a high quality outcome. The design was recognised with a 2008 Design Award Commendation and was the recipient of the Rider Hunt Award as well as garnering consecutive tourism awards for excellence.

Examples of Management Delivery on Education projects Hale School Library, IT & Classrooms (Nov 2007 Tender) Project Budget $18.5M Estimated Final Cost $17.7M Q.S. is RBB, Contractor is Merit Projects Specific design and documentation strategy: Avoided complex steelwork, use of engineered roof trusses (timber) and designed for separable portion delivery. Zedcon has provided Materials Scientific Services.

Hale Middle School (October 2008 Tender) Project Budget $12.8M Estimated Final Cost $11.1M Q.S. is RBB, Contractor is PS Structures Specific design and documentation strategy: Avoided complex steelwork use of engineered roof trusses (timber), repetitive model and scheduling maximised. Zedcon has provided Materials Scientific Services Curtin University - Events Centre (October 2007 Tender) Project Budget $28.0M Estimated Final Cost $24.4M Q.S. is RBB, Contractor is Doric Constructions St Hilda’s Chidley Campus (October 2004 Tender) Project Budget $10.9 Tender Price $10.0M GMP Completed Contract $10.15M Q.S. is Ralph Beattie Bosworth, Contractor was Loxam Developments Specific design and documentation strategy: the new campus comprises buildings which minimise use of steelwork framing having primarily masonry fastwall with render finish and engineered roof trusses.

Wesley College – Joseph Green Centre Redevelopment (October 2006 Tender) Project Budget $12.4M Tender Price (+FFE) $12.2M Completed Contract: $12.1M Q.S. is RBB, Contractor was Loxam Developments. Specific design & documentation strategy: JC+PA had undertaken the Wesley College redevelopment masterplan and identified the value of retaining the JGC building and recommended extensive recycling

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and additions rather than a new building. RBB analysis after completion demonstrated to the College Council that the decision provided a net saving of $3.0M. The design approach allowed the campus to continue to function effectively and minimised construction time. Building methodologies included pre-cast planks for new suspended levels.

Shenton College (1999 Tender) Project Budget $ 22.00M Completed Contract $ 21.95M Q.S. was RBB, Contractor was Cooper & Oxley Builders.

Specific design and documentation strategy: the masterplanning incorporated a cost effective compact approach to the campus, effective civil manipulation of existing levels and optimised retention of existing, landscape and remnant bushland. Construction methodologies well considered to address limited period for project delivery.

Kinross College (3 stage project delivery) Kinross College was undertaken over 3 stages and each stage was completed on time and within the available funding. The , design and building methodology was tailored to suit the budget, cost management was tightly controlled throughout delivering an innovative educational facility Geraldton Education Precinct - GSC & Central West TAFE Upgrades Project Budget $11.0M Completed Contracts $10.4M An integrated upgrade programme over the two campus sites to facilitate the revitalisation of GSC and expansion of training programmes for school students on the CWT campus. Specific design and documentation strategy to address the heritage context of GSC with an appropriate design result. The TAFE new works and upgrades involved lightweight steel framed structures.

Value for Money & Risk Management We believe we have demonstrated Risk Management and Value for Money within our submission, by delivery of a superior service through:

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An established culture of excellence at all stages and in all areas that the Applecross Senior High School redevelopment will require.

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Consistent cost planning input and review of design outputs and project issues. Firm budget control throughout the project. Proven ability to deliver on time and within budget.

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Experience in a range of projects with similar attributes, risk profiles and potential “roadblock” project issues.

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Ability to apply innovative masterplanning and concept design to enhance educational, social, physical and environmental goals.

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Skills in adding value through design that results in built quality, a timeless aesthetic image, inspires respect from students and ownership among the community.

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Ability to create a distinctive identity for the Applecross SHS.

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Dedication to ESD principles and proven capability for sustainable innovation.

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Integration of landscape design to provide an enhanced learning environment.

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Strong project leadership reactive to issues.

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A sound risk management process in accordance with AS 31000-2009 and our Project Handbook ( Quality System).

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Reduced ongoing maintenance tasks and reduced maintenance cost.

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Understanding for the Contract Administration support we will be required to provide to BMW’s nominated Superintendent’s Representative.

A culture of responsible budget management is enshrined in our project control measures.

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Our strict budget management process maintains rigorous control and value for money assessment throughout the project and is at the core of all our processes.

We can demonstrate our skills in using alternative approaches to counter building market risks to budget delivery through current and completed projects with:

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Shenton College

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Kinross College

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Eaton SHS

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St Hilda’s Chidley Campus

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Karratha Education & Training

All of our completed projects for BMW have been delivered within the approved funding – a source of pride for the team at James Christou + Partners Architects Our internal project management system partners with BMW’s scope of service and schedule of deliverables to produce a successful well managed project result. Our team has an integral respect for expenditure of the client’s money. Appendix 4 includes an excerpt from our Office Project Handbook, an internal management tool comprising 3 handbooks: this segment focuses the team on cost planning verification and project planning processes.

Rigorous budget control can be demonstrated through every step of our project methodology and commences with the Project Brief:

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The Project Brief fully explores the project scope and accurately documents the detailed requirements for the team. Sustainability objectives, material selections, site specific investigations and DoE approved user group inputs are incorporated with the DoE Project Brief and overlaid with Project Control Group (PCG) priority for each item.

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We seek detailed consultant budgets for Q.S input to Cost Plan No. 1.This process enables the Quantity Surveyor to produce Cost Plan No.1 with the result being a project priced more accurately from the outset. Educational objectives are identified and used as the key to prioritization of facility scope within the Project Brief.

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At this point the Project Brief will have fully involved the total stakeholder group, enabling all parties to understand the whole of project issues and participate in determination of the prioritization of the project scope components.

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The pre-determined priority allows the PCG and the Consultant Team to make validated decisions to direct budget expenditure towards the highest priority items without revisiting the consultation process.

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A key tool is inclusion of full detail on project scope, quality, functionality and room data information into the Project Brief. This allows critical assessment of budgetary considerations.

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The Quantity Surveyor’s earliest cost planning assessments provide specific rates and allowances which direct the design approach and construction methodology required to maintain the budget. The earliest buildability decisions are considered together with the overall formulation of the design intent for the project’s aesthetics and form.

The Cost Management at Each Project Phase: Each project phase presents subtle and differing areas of budget risk. Our internal management methodology recognises these and shifts the focus for continuous critical assessment of the budget progressively throughout the project:

Project Briefing –Full identification and description of the required project scope, quality and functionality provides direction and eliminates assumption. The educational objectives drive the priority agenda for the facility scope and planning. Nonstandard issues due to site context, external services, selected sustainability measures and civil conditions are fully identified. The Quantity Surveyor (QS) produces Cost Plan No 1 based on the developed brief and masterplan. This sets the foundation for all key project decisions.

Concept Design – The project masterplan and conceptual design illustrate the project scope. The team works with the Quantity Surveyor to break the project down into manageable and logical scope components.

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This is the foundation of design and buildability solutions which deliver on the budgeted allocation for each component.

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Significantly, at this phase the QS seeks services budget input from the Consultants and our methodology requires Consultants to produce a comprehensive services brief in addition to their schematic design package, with any risks or ‘assumptions’ clearly identified and considered.

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Our structural and civil engineers provide schematic design solutions for extent of siteworks, civil drainage and indicate the structural solution with “stick drawings”.

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The Project Control Group now locks down the project scope priorities and identifies contingency scenarios required to correct any significant budget over-run. The Project Brief is fully developed to include all room data and finishes.

Design Development “The devil is in the detail”: the team shifts focus to full investigation of the design detail for the project, ensuring the Consultants review all building services options. We pro-actively lead the analysis of building methodologies and together with the Structural Engineer and Quantity Surveyor we review the viability of alternative structural solutions.

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The accuracy of the cost plan is greatly enhanced by the comprehensive Design Development package, inclusive of detailed sectional drawings, typical details, preliminary finishes schedule and specification.

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We facilitate a Value Management session with the client representatives and consultant team involving all parties in the key directions for the Contract package.

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The risk management processes reach a critical point: we seek to eliminate or at very least mitigate any residual project unknowns or potential risks. Full detail allows cost planning to move to an elemental measure, initiating further capacity for budget assessment and expenditure decision-making. Budget non-conformance is corrected with direct reference to the Project Brief, including educational objectives and priority for facility scope.

Contract Documentation The quality of the investigations and design processes undertaken above define the effectiveness of the Contact Package as a pricing and construction tool. The team must effectively communicate the project scope, knowing that “if the QS cannot see it he cannot bill it”. Our Design Manager ensures that our established documentation standards are fully understood by the Consultant Team.

• The Bill of Quantities (BOQ) measure is the paramount cost control mechanism and the entire team consistently and rigorously works to ensure the BOQ is comprehensive and accurate.

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Documentation Team outputs for the Applecross SHS project are monitored by Project Leader Steven Smyth, Documentation Leader Dean Heslop and directly controlled by the Design Manager, Neil Evans. Workflows are fully planned, programmed and co-ordinated by Project Manager, David LeMessurier with the Consultant Team also under our internal design management control measures.

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A key cost control method is progressive reviews of milestone documentation packages which are then issued for the QS to recheck the elemental cost plan. We pro-actively respond to updated cost reports. Where specific items are subject to cost assumptions we obtain market verification.

Tender Phase The rigorous approach taken to this point eliminates most risks to budget. Our consistent focus on prioritization of project scope will have already identified the lowest priority items for the Project Control Group. A vital aspect of cost management control is output conformance with the documentation programme which is structured to: • Allow the consultants to complete their documentation adequately.

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Allow time to undertake final co-ordination of consultant documentation.

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Allow for checklist verification and check review processes.

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Provide the QS with a fully completed pricing package inclusive of the Final Draft Specification and all Schedules prior to commencement of the BOQ measure.

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Allow for a float period following pricing of the BOQ to check measures and implement any corrective action for any identified cost over-run.

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Therefore, should an unforseen cost over-run occur at the time of tender, the lowest priority items will be subject to deletion via agreed contract variation prior to the Award of Contract. The BOQ can be prepared to enable any deletions to be easily identified and removed from the Contract through cost management contingency planning.

Contract Administration Phase

Our nominated Contract Administrator, John Main, with work in conjunction with BMW’s Superintendent’s Rep Office to ensure that the projects are procured and managed effectively and in accordance with BMW protocols and policies.

We will administer the project via the OCM system and provide all required documentation and certification.

Contract Administration Phase – Our effective and rigorous cost management during project construction is delivered through: •

A Consultant Team focused on a target of “minimised variations” with proactive offsets to any variations arising where possible.

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Positive, close working relationship between Contractor and Consultant Team promoting early identification of onsite problems, errors and omissions.

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Early detection of problems, backed by pro-active problem solving and willingness to implement adjustments to minimise cost variations.

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Contractors have increasingly been using the Request for Information (RFI) process to generate opportunities for both cost and time claims and the Consultant Team needs adequate resourcing back-up to respond in a timely manner. Our methodology requires our team to use a fully controlled and managed process to register, action and close out every RFI within 7 days: however it is office policy to close out RFI’s within 24 hours unless further drawings or investigation is required. Should an RFI response lead to a possible cost then an Superintendent’s Instruction (Si) must be issued requesting pricing be submitted before proceeding.

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Contract Administration is pivotal to maintaining effective cost control. Any selected secondary school will greatly benefit from the experience and expertise of John Main, Associate Director, who will fulfil the Contract Administration role. While John’s management capabilities are well known to BMW we refer the Selection Panel to his career achievements in Appendix 1.1, detailing John’s relevant experience for this role. John is particularly skilled at identifying potential cost issues and issuing countering instructions.

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Contract Administration cost control relies upon pro-active decision-making and clarity of direction during the Contract.

Project management: Project management will be undertaken in accordance with our established quality assurance procedures. At the commencement of the project, we will, as leaders of our consultant design team, identify the key activities and outputs required to achieve the project milestones identified by in consultation with BMW. As well as establishing the completion dates for each milestone, the key personnel and their responsibilities to achieve the tasks will be nominated along with the list of inputs needed to achieve the milestones. The list of inputs and outputs are monitored at each design meeting as an integral part of the design control and programme management. As principal consultant, we take the responsibility to fully brief all working on the project by co-ordinating the transfer of information across the disciplines and ensuring that the impacts of decisions made within a discipline are understood and incorporated by the whole team. Our design management process has been developed over time through our past experience in the management and control of multi-disciplinary design teams.

As well as the formal design team meetings with the Health Infrastructure, it is intended to hold regular design co-ordination meetings to address project design issues, specific discipline requirements and to monitor progress and information transfer.

Formal design reviews shall be held to verify conformity with project requirements including the client brief, authority requirements and performance criteria. The minutes of design meetings will be formulated and circulated as a control and monitoring method. Close liaison with the nominated quantity surveyor will be undertaken to conduct cost reviews to verify conformance with the project budget as each phase progresses.

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Throughout the design process, we will liaise with Health Infrastructure to confirm design solutions and obtain approvals and direction as required. It is our responsibility to monitor outputs ensuring that they meet the briefed requirements and that the documentation is co-ordinated among the consultant team.

Benchmarking A key attribute of our approach is the ability of our team to contribute to national and international benchmarking, particularly during the critical informative concept design refinement phases. A benchmarking process allows the brief and masterplan to be critically examined against similar endeavours and to ensure maximum benefit is extracted from the limitations of the budget. Benchmarking is a clear and concise process that will enable briefed requirements and design solutions to align with strict budget and programme criteria.

Value Management The Suters approach is based upon the concept of value, whereby maximum benefit is achieved through the relative assessment and evaluation [both initial capital and ongoing operational costs] of various options and aspects of a proposed design to enable robust comparisons. This obviously links to other processes such as benchmarking, with the view that the client can make informed decisions regarding the relative merits of any initiative and the impact of its possible inclusion. We endorse and actively promote the integration of value management and cost management workshops within the design processes, and believe them to be particularly important in assisting the preparation of the business case. These open review and ideas sessions with the key consultants and client representatives are effective forums for addressing cost/value issues as well as promoting open communications and team building.

Cost Planning Effective cost control and budget management involves the overall planning, co-ordination, control and reporting of all costrelated aspects from project initiation to operation and maintenance. It is the process of identifying all the costs associated with the investment, making informed choices about the options that will deliver best value for money and managing those costs throughout the life of the project. This is of critical importance for ‘Brownfield projects’ where the probable budget can be potentially inadequate to completely provide all the facilities identified in the masterplan. As such a carefully considered combination of new and refurbished facilities may need to be provided without excessive spending on staging and enabling works.

At the early stages of the project when the brief is emerging and concepts are being developed to meet project requirements and constraints, the cost planner must rely heavily on experience of similar facilities in developing the project cost elements.

While the pricing of departments on a $/m2 basis will form the core of the cost plan, the efficiency of planning concepts and the translation of the facility needs into building forms will have a significant cost impact on the comparison and selection of options.

Effective cost control is maintained through close collaboration between the design team and the cost planner. All major cost aspects of the project will be studied to allow the cost planner to adequately resolve the cost implications and the design to be modified accordingly. Key areas of potential cost risk will be identified early in the project and tracked through the design process to ensure the costs are controlled. Suters will ensure that the cost planner is thoroughly briefed, and that all aspects of the project are included in the initial formulation of the cost plan. Our experience highlights that the project specific cost model will need to address the following key elements – departmental costing and efficiencies, – building forms – blocking and massing, building shapes and forms, – travel and engineering efficiencies, – impact of building forms on site usage – roads, services reticulation, – interface costs relating to adjoining facilities, – engineering services – central energy plant, – program, staging and procurement strategy, – furniture fixtures & equipment, – client costs and land issues, – contingencies

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In association with the Quantity Surveyor we would undertake the following steps: Our process is the same for every project • review the initial budget and brief and report on its fit, i.e. ‘expectations versus reality’, •

review of the site topography, access infrastructure and services provisions and their effect on the budget,

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establish with the client a realistic scope of work based on the real budget before proceeding to design,

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constantly monitor the design as it develops through the master plan with hold points at each stage to ensure compliance with the budget,

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review design options, construction methods, materials and finishes to ensure ‘best value’,

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utilise true cost planning, setting goals for each component rather than responding to completed designs and offer alternative design solutions or scope of work which will ensure the budget is met.

Criteria 4.0 Design, Mainteance & Sustainability 4.1 Buildability The JC+PA team have a reputation for design capability and building quality.

Our capability to deliver high order buildability solutions for major projects is reflected in our selection by leading contractors for current and recent design and construct projects, these include:

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Brookfield Multiplex

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Rapley Wilkinson

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BGC

The composition and structure of our combined team with highly experienced personnel from the outset will identify buildability issues and investigate options and opportunities through the design phases which are appropriate for the Health and Education uses and site context.

We commence thinking through the buildability approach at the Masterplan/ Concept Stage in discussion with the Materials Scientist, Structural Engineer and the Quantity Surveyor.

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All primary forms of construction are considered and assessed for advantages and disadvantages.

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The local regional trades capability and logistics of the location is a major factor in these early decisions about construction method. The primary materials palette is selected in consultation with the Materials Scientist and Quantity Surveyor.

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Use of prefabricated and off-site construction methodologies.

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The project risk profile of the site context and site investigations is established to define the materials most appropriate. The coastal location and harsh environmental conditions of Kununurra and Warmun will be a major influence on these selections.

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Key detailing issues are identified for investigation and tasked for resolution in the Design Development phase.

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WA Country Health and DoE input is sought for the finishes selections and specifically seeking approval of the proposed floor finishes, external fabric, any new materials and maintenance/replacement timeframes.

Whole of Life Costing We recognise that the design needs to function over an extended life cycle. We consider embodied energy in material selection and we consider maintenance, warranty and guarantees and ease of replacement as an inherent part of the design and material selection process. Part of our value management approach is to include a Whole of Life Cost Plan to demonstrate that our solution will deliver optimised whole of life costs.

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4.2 Examples of Relevant Buildability Solutions Karratha Education & Training Precinct (Stage 1) 2007 – current Q.S. is Currie & Brown, Contractor is Cooper & Oxley Builders.

A highly challenging project to implement an integrated model for Karratha SHS with Pilbara TAFE. The design and documentation strategy has achieved an effective construction methodology suitable to the local market and remote location. Maintaining campus operations has been achieved throughout the construction period.

The project has been subject to user group policy changes and location related constraints, however, the project is progressing with separable portion No1 handed over and subsequent portions due in August 2009.

Geraldton Education & Training Precinct (2 Projects) The project is split between Central West TAFE campus and the Geraldton Senior College (GSC) campus. The facilities for the TAFE campus primarily support VET programmes for GSC students and comprise of a range of workshops and a new training kitchen. Lightweight construction was effectively used to meet time and cost objectives.

The GSC Campus redevelopment involves extensive new socialisation landscaped spaces, a new library and a café facility.

Construction is concrete frame, infill masonry and glazing with lightweight superstructure for the library level.

4.3 Damage to Public Buildings •

The sign of a poorly considered education campus is the addition of a perimeter security fence.

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Our approach to the provision of both building and personal security is to use the built form as much as possible to create the enclosure to the campus environment. We have successfully done this with projects such as Shenton College which despite being located adjacent to the rail line, remnant bushland and being relatively removed from residential neighbours the school has had minimal problems with vandalism, malicious damage and intruders. The Shenton College Campus has only four secured exit/ entry points which are under casual surveillance of staff and can be readily be locked off in the event of a threat situation. Kinross College, Eaton HS, Geraldton Senior Campus Quadrangle Upgrade and St Hilda’s Chidley Junior School Campus all have a similar approach to masterplanning for optimum security. The combination of building, walls and fencing has created a sense of protection and enclosure.

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This sense of personal security translates into a very real sense of freedom and an ability for staff to expand the notion of duty of care with positive student movement and self directed learning outcomes.

4.4 Issues Potentially Affecting the Project The following general issues may affect any of the projects: Geotechnical: The redevelopment portions of the site will require accurate geotechnical testing to determine the stability of ground conditions, presence of limestone rock. JC+PA have undertaken major projects on geotechnically difficult sites adjacent to water and it requires design discipline, expertise and specialist input to optimise the solution and minimise the costs.

Public Access: We see this issue as a positive opportunity for engagement with the Community. As an example, the St Hilda’s Chidley Campus has a new public access through the site connecting Mosman Park residents with the river reserve. The Eaton HS Project is a major cornerstone of the local community’s civic infrastructure. Locals appreciate the shared recreational centre and have developed a sense of community ownership for the school grounds.

Environmental Resource: Where a site has natural vegetation or landscape features which can be retained we seek to maximise the opportunity. This offers an enormous potential for external learning programmes. For example, the school’s parkland setting offers an abundance of science and recreational opportunities as well as for passive learning. We would maximise the external view opportunities from within the learning spaces which we know enhances learning experiences. The site needs a focus on the landscape design.

Key examples of our design integration within the environmental setting as follows :

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Eaton High School & Recreation Centre

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Completed in 2004, the Eaton High School campus site has an extensive area of wetland initially earmarked to be filled for playing fields. JC+PA’s masterplan integrated and enhanced the presentation of the wetland environment with the recreational spaces adjacent creating a unique external learning experience for students.

The project also includes a library and recreation centre which is shared with the community.

Rossmoyne SHS – Science & Technology Centre

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The Rossmoyne Science & Technology Centre was completed in 2007 as the first stage of a campus replacement programme of works. The $5.5M project is strategically located adjacent to Bull Creek with extensive views overlooking the riverine landscape from the learning areas and direct access from biology laboratories. The innovative design and quality outcome was recognised in last year’s MBA Awards with best Government Project Award and as a finalist in last year’s Architecture Awards.

Shenton College

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Completed in 2001, Shenton College was the first of the ‘New Curriculum’ schools and the first time that DoE had built a high school in one stage. The site incorporated heritage buildings, significant trees and remnant bushland parcels and is adjacent to Shenton Bushland. JC+PA engaged with the Friends of Shenton Bushland who became significant stakeholders and advisors – the result being a campus successfully integrated within the natural setting. The remnant bushland is cared for by students who use it as an environmental study area.

Geraldton Education and Training Precinct (Stage 1)

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This is a $6.5M project just completed at the Carson Street Campus (Geraldton High School). The built form is a striking two level library and learning centre with a large café style cafeteria at ground floor level. The existing quadrangle has been transformed into a dynamic and secured external activity space – a ‘town square’ for the campus. The existing library building is is now being converted to an Indigenous Languages Centre and has associated landscaped courtyards for external learning and family engagement.

Kinross College ( 3 Stages)

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4.5

Kinross College – a Y6 to Y10 educational model with an exposed coastal site, difficult limestone geology and a 3 stage project delivery.

Incorporating Benefits Achievable Through Environmentally Sustainable Design

Increasingly today’s challenge is to introduce sustainability into developments while reducing the growing need for natural resources. We recognise the desire to adopt an environmentally responsive approach to the design of health facilities, minimising impact on the environment and local service infrastructures as well as on-going recurrent costs. In order to realise the maximum value, an integrated design approach will be taken by the JC+PA Suters team in conjunction with the client group to integrate environmental design. True sustainable design requires an integrated, holistic approach and a high level of commitment from the entire project team to: • integrate a number of systems to bring efficiencies to mechanical operation and human performance, •

consider the true cost of a building’s impact on the local and regional environment,

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consider the life cycle costs of a product or system, including costs associated with manufacture, operation, maintenance, and disposal,

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create opportunities for interaction with the natural environment and defer to contextual issues such as climate and orientation,

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use resources efficiently and maximize use of local materials,

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minimise demolition and construction wastes and use products that minimize waste in their production or disposal,

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use energy and resources as efficiently as possible,

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create projects that can be easily reconfigured and reused,

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create projects with healthy indoor environments.

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“Each and every decision that an Architect makes has an environmental consequence.”

- Extract from JC+PA’s Sustainability Policy Energy efficiency has long been a key objective in all our building design work.

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Our major community projects have demonstrated our Environmentally Sustainable Design (ESD) skills and resulted in operational costs more than 25% below strict cost saving targets.

City of Gosnells – Civic Redevelopment (5 Green Star Project)

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The City of Gosnells Civic Centre Redevelopment, which is currently under construction, is the first ‘5 Green Star’ municipal administration building in WA. The existing parkland setting adjacent to the upper Canning River has provided an opportunity for a dramatic civic statement with a new civic events plaza and significant public artworks.

Parkland Rise Office Building (4 Green Star Project)

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The owner occupier project located in Osborne Park overlooking Herdsman Lake was recently accredited by the Green Building Council of Australia (GBCA). We undertook this project with AECOM’s sustainability Team.

Significantly, Parklnad Rise is only the 4th building in Australia to have received accreditation after only Round 1 assessment.

Building No. 6 Jandakot City (4 Green Star Target)

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A project at documentation phase, it is a 6000m2 NLA tenancy building which is targeting a 4 Green Star and 4.5 NABERS rating.

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Centre for Environmental Management and Sustainability Design – CWT

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An innovative project initiative by Central West TAFE to provide training and education opportunities for sustainable technology in the Midwest region – current EIF Round 3 application.

4.6 Sustainability, Efficiency, Environmental issues We have a committed approach to working in partnership with our clients to broaden the opportunities and consider wider possibilities with each and every project.

As part of the overall project briefing phase we take clients through our rigorous checklist of ESD Principles. Considerable input from our services engineering and environmental consultancy consultants is provided in plain language to assist in assessing the advantages and viability of various ESD practices.

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Our research and post occupancy evaluations clearly outline the importance of thermal comfort of a building. We regard comfort as critical to enjoyment of buildings and regard this as part of our creative design.

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Our clients report greater than expected energy efficiency largely achieved through use of natural daylight. We always aim is to use daylight opportunity to the fullest and in a controlled manner.

4.7 Sustainability Consultant JC+PA have included Graham Agar as Sustainability Consultant on the proposed project. Graham is a Mechanical Engineer in the leading Sustainability Consultancy in WA (AECOM) and a leader in the ESD field in his own right Graham is highly proficient in the use of Energy Simulation tools. He has been involved in the modelling of a number of high profile developments within Perth, as well as utilising these tools to provide innovative and ecologically sustainable design solutions.

Specifically:

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Graham is the leader of AECOM’s Sustainability Team.This position has seen him involved with some 16 Green Star projects and he has led the submission team for Durack 2 (6 Star certified) and 140 William Street (5 Star certified). Both of these projects are attempting 5 Star As Built.

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He has also overseen shopping centre projects, office interiors projects and a host of 4-Star office design projects. In addition to working on Green Star, Graham has been involved in sustainability reporting for a number of non-standard developments, such as Athletics Facilities and the new Perth Police Complex.

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He has also provided strategic advisory services in reviewing and producing ESD policies.

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With his unique knowledge, Graham can add significant value to the ESD outcome for the selected secondary school. He will be an integral part of the JC+PA design team and will be directly involved at every phase of the project as follows:

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Facilitating the Sustainability Workshop with the Project Control Group, Consultant team, and selected stakeholders

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Assisting in developing the ESD initiatives arising from the Workshop

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Completing the Green Building Council Rating Tool Matrix and Consultant Sustainability Provisions Reporting checklist.

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Reviewing Services Consultant’s Briefs and review ESD planning which encompass all aspects of Sustainability, Energy Efficiency, Ecological Management and Environmental comfort issues.

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Providing ongoing ESD advice the Consultant Team

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Assisting JC+PA to produce an ESD Management Policy & Procedures Manual for the School which can be used as a basis of a teaching tool.

• 4.8 Materials Scientist Services We have incorporated the expertise of Zedcon Scientific Services as an integral part of the architectural team to provide a higher level of scrutiny and input to the selection and specification of materials, review of documentation and assistance with quality monitoring of the construction works.

Zedcon Scientific Services is a proprietary limited company established in 1989 as a specialist consultancy practice operating principally in the area of materials science. The company has offices and testing facilities in South Perth (Admin), Bentley (Curtin Uni), Kewdale (Engineering and Forensics) and Henderson (Engineering).

Due to the specialised nature of the work undertaken the size of the company has been specifically limited in order to ensure the quality of the service provided. Zedcon provides services to over 200 different companies annually and all projects receive the personal attention of Dr Armand Zurhaar, the Principal Materials Scientist. He is supported by a network of expertise and resources. Zedcon has four scientific technicians working in the fields of chemistry, physics and materials, mechanical engineering, and forensic services on a continuous basis to fulfil contract requirements. All technicians are fully qualified engineers and scientists with university degrees.

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4.9 External Environment Design At JC+PA we have developed our own design principles for adding value to Schools at the masterplan and concept stage. These criteria are expressed as key objectives, goals and design considerations and are discussed as an integral part of the project consultation and briefing process and then incorporated as appropriate: Our approach to the delivery of both primary and secondary campus facilities recognises that the physical school environment modifies behaviour: a key focus of our design process is focused on developing appropriate spaces to create a greater sense of maturity, self-direction and responsibility among users. We work in concert with the Landscape Architect to achieve a unified campus environment which is consciously seeking to reinforce positive behaviours, be directly responsive to the specific age groupings, the site context and the climate.

Applecross SHS Campus has an established landscaped theme of native parkland which will be highly valued by the school and wider community. This landscape theme together with local native waterwise planting and replacement tree selections should be the basis for the new Campus environment.

4.10 Planning Issues & Design Issues •

Orientation with respect to sun path and wind conditions.

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Overshadowing implication due to planning, effects of building vegetation, external spaces for use throughout all seasons.

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Maximise operating efficiency.

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Optimise the ecological values of the school site under the Green Star “Eco” criteria.

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Creating a building form that responds to climate including protecting external recreation areas from the south westerly breeze.

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Long axis oriented East-West with sun control to north.

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Minimizing or eliminating glass to East-West or use of vertical shading to minimise glare and heat.

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Optimise external views.

4.3

Reducing Operational Costs & Whole of Life Cost Our briefing process with the Consultant Team focuses on minimistion of energy consumption and our facilities schedule will also consider maintenance and security issues.For each project, we set up a maintenance minimization plan which seeks to find the right balance between initial capital outlay and ongoing costs. The early involvement of Zedcon as Materials Scientist is key.

With secondary education projects it is important that design and finishes engender a feeling of belonging, and with it the attitude of looking after the property.

Site locations and environmental conditions bring with them imperatives in choosing the right materials and finishes – particularly in regard to maintenance. “Prevention is better than cure.”

A key aspect of our brief is Life Cycle Analysis for all aspects of the building. This supports and verifies life expectancy of the structure and fabric of the facility. The input of Zedcon brings a level of expertise beyond an Architect’s capability.

In order to deliver environmental and life cycle benefits within an economic framework, we propose to integrate sustainability issues into all major workshops to deliver clear and measurable targets at the early briefing stage. These workshops will be structured around understanding key performance targets and objectives which are reinforced by clear and unambiguous support from all stakeholders. Only in this way can significant benefit be identified and recorded as part of a sustainability brief and agenda. Elements to be explored will include intensive water and energy needs and resource consumption.

Sustainable design innovations are not only cost effective, but necessary for the successful operation of the hospital.

The 5 Green Star City of Gosnells Civic Redevelopment ( 2 Stage Build)

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Criteria 5.0 Local Participation

Competition With National Practices James Christou + Partners Architects is a wholly WA owned and operated design practice with a stable staffing of 30 people.

We have educational and regional project expertise but our health project experience is limited to day surgeries and interior design refurbishment of Osborne Park Hospital. We have therefore sought to team with a like-minded practice with complementary health expertise – hence the joint venture association with Suters Architects.

The majority of design practices in Perth which are competitors to JC+PA are national firms with a majority of ownership resting on the east coast. In a number of cases the WA office is a branch of a large eastern states based entity. Whilst these national practices use their national project profiles and “experts” from the east, they will declare to BMW that 100% or close to 100% of the architectural work is conducted in WA. It is common knowledge that with Australia’s two speed economy that a significant amount of the work is farmed out to eastern states offices.

We have formulated the Joint Venture with Suters Architects specifically to redress this competitive imbalance and to allow our WA based practice to compete against the national presence in this State.

The positive effects for the Western Australian State Government and in particular the WA Health Department is that the introduction of Suters Architects into Western Australia will : •

provide their direct experience of design delivery for remote integrated indigenous health projects from outside WA.

•

Increases the limited pool of health expertise available to the Health Department - which we note is already stretched given the extensive capital works health project programmes currently underway in WA.

•

Offers JC+PA the opportunity to upskill in this specialised area of design practice

We urge BMW and the Selection Panel to take the above factors into consideration when assessing the policy to maximise opportunities for capable and competitive local businesses. a) Proportion of Lump Sum Fee ( Overall) James Christou + Partners Architects ( WA Based) :

60%

Suters Architects ( NSW, VIC & QLD Based) :

40%

Project Design Delivery Phases Briefing : The Briefing Development Finalisation will occur in Kununurra, JC+PA will co-ordinate the finalisation of the project briefs with WA Country Health and DoE. After the Briefing workshops the briefing management will be co-ordinated

by JC+PA 80% and Suters Architects 20% Schematic Design : JC+PA 50% and Suters Architects 50% Design Development : JC+PA 50% and Suters Architects 50% Contract Documentation: JC+PA 50% and Suters Architects 50% Tender Package & Management : JC+PA 100% Interior Design : JC+PA 80% and Suters Architects 20% Contract Administration : JC+PA 80% and Suters Architects 20% b) Support for other businesses that are located in the prescribed distance of the work under the Contract Both JC+PA and Suters Architects are strong supporters of locally based sub-consultants. We seek out competent and appropriately qualified professionals who are locally based or have regional branch offices and invite them to bid for the subconsultancy roles. For example, in both Broome and Geraldton we have undertaken significant projects using locally based structural and civil sub-consultants as well as local surveyors. The net benefit to the increased local presence over Perth based sub-consultants has been a greater site presence and support for the Contractor, particularly for inspection of steelwork inspection as work progresses.

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C) Local job creation, job retention and industry/ skills development initiatives would result if your firm were awarded this Contract.

Our focus for employing local or regionally based sub-consultants means that there is increased opportunity for those firms to prosper and grow as a result of State Government capital works expenditure in the region. The new projects bring a set of building technologies and specialised design tasks which will upskill local consultant teams enabling them to continue to service similar local projects in the future.

We have extensive regional experience in both the Pilbara and the Kimberley – Suters have extensive remote project expertise in the Northern Territory. We understand the need to research the capability of the local construction market and in particular the need to give opportunities for indigenous companies to become involved in the construction delivery process.

APPENDIX 1:

1.i

Project Sheets on relevant projects

1.ii

Career Milestones of Team Members

1.i

Project Sheets on relevant projects

We provide the following relevant project sheets for the selection panel’s reference: Remote Health

•

Alice Springs Hospital

•

Weipa Hospital

•

Broken Hill Hospital

•

Thursday Island Chronic Diseases Centre

•

The Blue House – Kintore

Education

•

Shenton College

•

Eaton Community College

•

Kinross College

•

Wesley College

•

Hale School

•

Curtin University Events Centre

•

Canning College Redevelopment

•

St Hilda’s Chidley Campus

•

Rossmoyne SHS Science Block

•

Kings Park Bio-Diversity Conservation Centre

•

City of Gosnells Civic Centre (5 Green Star)

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Alice Springs Emergency Hospital Department The Alice Springs Hospital (ASH) is the nominated Rural Referral Hospital, which services a vast catchment area that generates increasing demand for health services.

The emergency department has over 30,000 annual patient attendances. Approximately 80% of the patients attending the department are indigenous and there are over 22 dialects spoken within the region.

The design of the new Emergency Department is seen as an essential focal point to set the future planning evolution of the entire hospital. One of the key benefits, especially for the indigenous population, with this new building placement was for the entry and the adjacent forecourt to become welcoming and open environment not as restrictive and foreboding as the original brief.

The key to the new entry was about creating a sense of arrival. Currently this is purely functional, a drop off dominated by cars. The indigenous population tries to gather around sparse trees and landscaping in a sea of carparking. We needed to redress this by providing a “gathering” space at the entry that would be up lifting, open and clearly people orientated. We need to welcome everybody and entice them to feel comfortable about using this health service.

The planning has evolved over a series of consultative meetings with staff and some representatives of the indigenous community. The key to a facility’s success is it’s level of acceptance and usability.

The entry forecourt leads into a more fluid shaped waiting area. This area is seen as a transition space “a verandah space”.

It helps with the transition from the open outside area into the more fixed clinic areas. It is purposely oversized, both in floor area and volume to comfortable accommodate large numbers. We intend the space to have mixed mode air conditioning (that is mainly natural ventilation) to again enhance the idea of a more comfortable transition into the clinical space which can be a harrowing experience for the indigenous user.

As we get into the clinical space, the traditional barn emergency department layout with cubicles all focused around a central staff station wasn’t going to work. There were issues with the openness, lack of gender and tribal separation, visual separation, noise.

At first it seemed like the clinical need could not meet the ingenious patient needs. But by thinking outside the square, literally, we came up with a planning concept of a series of “pods” that were splayed in plan to avoid direct visual overlooking.

The pods were in smaller groups of 4 beds to reduce noise, aid with a more intimate feeling and assist with gender and tribal separation. These pods also had the opportunity for external views wherever possible to enhance the connection with the outside. The pods are clustered around a staff station to ensure nursing observation and clinical response can be maintained. To date this has struck a balance or equality between the cultural needs and the clinical needs.

To further aid the acceptance of the project within the indigenous community we have engrained much symbolism in the early design framework. Although it is not blatant we hope this will also subconsciously promote a strong comfort level and increased usability of the health facility, with forms and shapes reflecting the environment.

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Alice Springs Emergency Department

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Weipa Hospital

Weipa hospital is a single storey building arranged in a way to allow staff to deliver the integrated model of health care services to patients in the best possible way.

The site is accessed from the North West corner via a new exit from the existing roundabout off John Evans Drive. The new access road entering the site splits into two, one directs patients, visitors and staff to the public car park and main entry, the other road directs ambulance and after hours emergency patients to the Queensland ambulance service.

The building form is arranged in a series of spokes radiating from a central hub. This plan form maximises staff accessibility from a central control hub to all patient health service delivery areas, administrative support service facilities. The form of the building creates opportunities for a series of courtyards to provide external waiting areas for out patients, garden spaces to inpatients and staff facilities and maximises natural daylight into the building to bedrooms, offices and patient consulting rooms. All design elements important for the indigenous population to feel invited and welcome.

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Broken Hill Hospital The building itself judiciously hints at the pastiche of textures and materials interpreted from the local context. The roofs build into a composition culminating in the roof identifying the main foyer “street” which connects the Thomas Street carpark entries. The building successfully fulfills the criteria of a major public edifice of regional significance while sitting comfortably within its locale.

The design methodology responded to the self-sufficient nature of the community by inviting community consultation in the development of the various department briefs. Special needs, such as those associated with aboriginal health and aged care were identified and incorporated. The region has four times the state average of aboriginal population. The hospital responds in several ways to this group’s special needs. The custom of family members being allowed to live-in with patients is recognised. The arrangement of the bedroom wings facilitates access to a number of landscaped courtyards. Verandahs work as a transition between inside and out in a sometimes harsh environment. The indoor/outdoor link is reinforced particularly in bedroom wings by theming of appropriate plant selections based on their symbolic or medicinal qualities.

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Broken Hill Hospital

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Thursday Island Chronic Disease Centre Located off the tip of the Cape York Peninsula, Thursday Island will be the location of the new Chronic Disease Centre for the Thursday Island District Hospital. The existing hospital will be upgraded with an integrated health facility, which has been designed to be clearly identifiable by the community and accommodates specialised renal dialysis services and the treatment, education and management of chronic diseases. The design incorporates the technical aspects of a community based health care facility, with the stakeholder requirements of Queensland Health and the local community to provide the Torres Straits Islands with a higher level of health care facility, addressing the epidemic growth of chronic diseases in the area.

The Blue House - Kintore Suters has recently become involved in a pro-bono design project ‘The Blue House’, a dialysis clinic situated in the remote township of Kintore in the Northern Territory.

The project got underway when a group of Suters staff showed interest in pursing a project with ‘Architecture Without Frontiers’, and attended one of their meetings in Sydney late last year. As the majority of AWF’s work is concentrated overseas, and the group were more interested in being involved in a project within Australia, it was decided that a project be sourced independently. Through Suters CEO Robert Macindoe’s contact Sarah Brown manager of Western Desert Nganampa Walytja Palyantjaku Tjutaku Aboriginal Corp (WDNWPT) the Blue House project became possible.

Kintore is located 530km west of Alice Springs nestled at the base of culturally important hills, Pulikatjara meaning two hills.

The population is around 450, 96% of which are aboriginal and Torres Strait Islander people. The community has a school, women’s centre, medical clinic, store, an art centre, council office and an airstrip.

The project involves the adaptive reuse of an existing building which you can see here. It was previously used as an aged care facility. The building will be redesigned to house a dialysis unit with the capacity to dialyse up to 8 patients a day. In addition to this the clinic will provide an accommodation unit to lodge out of town patients and health educators. The education is extremely important for the locals to learn about their bodies and their health in culturally appropriate ways.

Kintore already has a dialysis chair in the existing health centre but because of limited space it can’t meet demand and so numerous locals still have to go to Alice Springs for treatment. This can mean Kintore people effectively ending up in Alice, away from their community, living on the fringes of town and not faring too well. So equality of access to healthcare was split – the most chronic patients got access in Kintore, but less chronic community members are forced to go to Alice were they are away from their community. Anyone who is distanced from family and friends while undergoing medical treatment is going to struggle. .

The Woden Rotary Club has been a major partner in the delivery of the Blue House Project giving building advice, engineering advice, cash donation and other “in kind” support. What appealed to Rotary about Kintore was that is was basically an initiative of the local aboriginal community. The community were saying “We don’t want you to do it for us, we want you to help us do it ourselves.”

So the Kintore community wanted to expand services to treat more locals with kidney disease, by having a purpose built dialysis facility which also provides space for a community kitchen and education space. That is, the project would be not just being a place for dialysis but a centre of well-being for the community.

In the words of Sarah Brown, communities need places where the emphasis isn’t just on the treatment or feeling crook. It becomes a gathering place, a place of support and acceptance. It becomes a real community asset rather than just a couple of dialysis chairs. The Blue House is a symbol that the people are able to come up to their own solutions to a health problem.

They feel like they have control in their lives about their own health outcomes.

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Bluehouse Kintore

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Shenton College Western 1998

Australia

Shenton College is a highly advanced Education Department of Western Australia facility. Its specific and unique Project Brief dynamically responds to the need for ongoing change and flexibility. The site’s Masterplanning turned numerous constraints into positive advantages for long term learning strategies, student interaction and security of the school community.

Welcoming yet protective, the plan form allows for the duty of care to extend to the whole learning community providing greater individual freedom and personal responsibility for students within the clear boundaries of the Middle School. Students are able to undertake virtually the entire curriculum within their own community – minimising travel and maximising subject opportunity.

Public Art has been fully integrated into the design The Middle School is discreetly separated from the Upper School yet integrally linked via a shared use of a central ‘promenade’, cafeteria, lecture theatres, food technology and library facilities. The Middle School itself comprises four self-contained learning communities, each with its own support facilities, external learning environments, staff team planning areas and spaces for varying group activities. The scale of spaces is designed around activity-based learning and the design has directly advanced self directed learning strategies and pedagogy directions essential for successful Middle Schooling outcomes.

The design approach has sought to create a series of interconnected spaces which are appropriately scaled and related to the various development stages, social interaction and recreational opportunities.

A strong internal / external relationship is maintained throughout which takes the external environment indoors and creates a stimulating learning experience. The design has concentrated on creating varied, interesting and exciting spaces. The school is characterised by a series of delightful courtyards, an abundance of natural light to all working environments without glare, and by extremely effective passive solar design.

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Eaton Community College Bunbury, 2000

Western

Australia

The College Masterplan has been developed in total response to the educational objectives of the College, and has sought to maximise opportunities presented by the rural characteristics of the site.

An existing wetland environment dominates the western portion of the site with a shared–use community recreation oval and community recreational facility planned for the site. A significant desire by the community was to have maximum site access whilst not compromising school function or security, and the planning has met this objective.

The spaces between the buildings are carefully considered to provide social and learning opportunities for students for both formal and informal activities. The buildings provide dynamic form and colour in the landscape parkland setting. The Masterplan anticipates future expansion scenarios for a senior cohort of approximately 400 Year 11 and 12 students. The school shares the library, recreational hall and theatre with the community.

Low slung ‘rural’ buildings radiate from a central wetland. The architecture implies minimum impact on the site and encourages community engagement with the entire site whilst addressing security for each Learning Community. The Masterplan and architecture provides a sequence of spatial and aesthetic experiences which is stimulating and dynamic for both students and staff.

We deliberately sought design integration in order to create heightened awareness of external environment.

A relaxed architecture based on the concept of “Learning Community” where classrooms of students and teams of teachers work in collaboration in shared zones created from a combination of open and flexible spaces. The architecture seeks to foster a unified collegiate and community identity.

The masterplanning, materials palette and scale of the college are all sympathetic to the urban setting of the site. The campus exists as a series of free-standing classroom and staff communities, around a public building programme encompassing the library, auditorium and sports centre, shared by both school and public bodies. Traditional linear classroom blocks and courtyards comprise of a tough palette of concrete block and metal sheeting. The lightweight roof structure balances on slender veranda columns. The Learning Communities when observed in true elevation enforces a strong horizontal datum and spreads itself to the openness of the site. Exploration of the subtleties of scale (approximate institutional and public building) was achieved by repetitive use of the notion of ‘veranda’ expressed alternatively as civic and welcoming to the public, or at a more domestic scale, intimate and personal within the Learning Communities.

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Kinross College - Years 6-10 Western 2001

Australia

The Kinross Year 6-Year 10 College demonstrates a highly-resolved middle school model which places a critical emphasis on enhanced specialist capability within the general learning community for Years 6 through to 9 whilst providing the enhanced support of specialist facilities for advanced students and Year 10.

The school model was developed through an intensive project briefing process. A broad-ranging consultation process involved the existing primary community and the wider community.

James Christou + Partners Architects have just been commissioned for Stage 3 which includes Y10 learning areas, two additional science laboratories and expansion of the design and technology specialist areas.

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Wesley College – Campus Western 2001 +

Australia

Campus Architects: James Christou + Partners Architects James Christou + Partners Architects were appointed College Architects in 2001 and have provided a continuous high level of service for a range of completed and current projects and advisory roles which include:

•

Campus Masterplan

•

Design & Technology / Visual Arts Centre ($5.5M)

•

Boarding House Refurbishment ($3.0M)

•

Heritage Chapel Upgrade ($2.0M)

•

Joseph Green Centre Performing Arts, Media, Function Centre, Café, Library Annexe and General Learning Areas ($12.5M)

A key aspect of our Masterplanning at Wesley College has been the success of expanding the College’s facilities on a constrained site whilst introducing space and community engagement opportunities.

Hale School Perth, 2001+

Western

Australia

Campus Architect: James Christou + Partners Architects Hale School appointed James Christou + Partners Architects as Campus Architect on a 5-year contract in 2001 and renewed a second 5–year term in 2006.

A Library, Information Technology Centre, Languages Classrooms and Student Café are all proposed to be designed into the campus and constructed in the near future. The buildings are to be sited around an existing administration centre, the schools dining area and the existing native trees which characterise the school.

Hale School – Boarding Facility The Boarding Facility buildings have a strong indoor-outdoor relationship. The very transparent facades, whilst protected from the sun with sunshades, offer extensive short and distant views.

The Boarding facilities building caters for 150 year 9 to 12 boys and includes kitchen, recreational and lounge areas. Courtyard architecture is the catalyst for this building, and the bedroom study areas circulate off a central common reception, lounge, kitchen, casual dining area and courtyard

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Canning College Library Learning Centre Perth, 2002

Western

Australia

Canning College Redevelopment Stage 1 was completed in late 2004 and is the first stage of campus masterplan renewal for this Year 11/Year 12 school. The project incorporated the creation of a new Library/Learning Centre as the key learning hub of the campus. The existing superseded library has been converted into a sophisticated Computing Centre which delivers short course programmes for internal and external students. The design reflects an acknowledgement of the mature-age user group and the need to engage students in focused learning with highly specific and well considered facilities. James Christou + Partners Architects worked within an existing campus to achieve high end design outcomes, and the project was completed within the estimated time for completion.

The Library Learning Centre Development is the first stage of the masterplan for the redevelopment of Canning College's predominantly 1960’s campus for mature-age and international students.

This stage of the masterplan was designed to revitalise the College heart via the introduction of a new Library Learning Centre and an adjoining central court as well as activating a logical and dramatic entry to the central space. Further stages are designed to move outward from these works to progressively upgrade ageing facilities. Stage Two is a complementary Administration Building that will flank the west of the central court.

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St Hilda’s Anglican School for Girls – Chidley Campus 2003 James Christou + Partners Architects were selected by design competition for this project which was completed in 2006. The $10M Chidley Campus project provides for St Hilda’s Junior School from the Early Learning Centre to Y6.

The Masterplan and Concept was conceived to optimise the native landscape setting adjacent to the Chidley Golf Course. The innovative design offers flexibility for evolving pedagogy and learning styles and sets a quality benchmark for primary facilities in Western Australia.

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Broome Visitor Centre

Broome,2005

The new Broome Visitor Centre is a landmark building which occupies an open area on the northern edge of Male oval at the junction of Short Street and the Broome Highway close to both Broome International Airport and Chinatown.

It’s prominent position and eye catching roof form and structure reminiscent of aircraft wings presents an appropriate image and provides a clear entry statement from the Broome Highway approach to the town.

The Centre provides new and improved facilities for visitors to Broome as well as conference and retail space for both local use and the burgeoning tourist trade.

The predominant colour used externally is white which is intended to emphasise the clean and elegant lines of the roof while creating clarity and brightness internally.

Inside the main visitor are polished concrete floor incorporate design and colours reflecting those associated with the Kimberley landscape.

Deep overhangs and verandas provide sun protection to the extensive glazing and to the raised timber deck and walkway areas.

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Cable Beach Club Resort Broome, 2003 Awards: RAIA (WA Chapter) Commercial Design Award Commendation 2007 Winner – Property Council of Australia Rider Hunt Award 2006 – WA Finalist – Property Council of Australia Rider Hunt Award 2006 – National Industry Awards 2007: Australian Travel & Tourism Awards – Best Accommodation WA Tourism Council Awards – Luxury Accommodation AHA WA Awards for Excellence – Deluxe Accommodation AHA National Awards for Excellence – Best Resort Style Accommodation Interior Design in conjunction with: Carr Design The Client’s Brief required a fresh feel to be given to the resort within and paying respect to, the traditional Asian and Colonial approach of the resort established in 1980.

Design and management by James Christou + Partners Architects within the constraints and challenges of the remote area site enabled all budgets and programmes to be met. Built by Rapley Wilkinson, the work was undertaken over three wet seasons from 2002 to 2005, was completed on time and on budget, and the property was closed for only four weeks during that time, an outstanding achievement by all involved in the project.

Existing buildings and external spaces were analysed to determine how they could add further value to the resort.

Operational efficiency was improved by design and finishes to facilitate cleaning service efficiency and food and beverage service efficiency, and new technology was incorporated within traditional elements to further improve efficiency of operation.

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Cable Beach Club Resort Broome,2003 Guest Rooms and Guest Experience: Bathrooms, dressing areas, bedrooms and verandas of Studio guestroom accommodation were renovated. The existing bathroom location was retained for cost efficiency. Relocation of the bathroom entry to the bedroom/sitting area cleverly extends the view and “borrows the space” from that room and all bathroom facilities were redesigned to effectively use 100% of the space available.

Crisp, inviting rooms and substantial improvements to dining, drinking and pool areas in a unique garden setting have vastly improved the guest experience, and substantial improvement to verandas and external areas has facilitated greater use of external spaces.

Food and Beverage: Food and beverage service was improved to the Sunset Bar Café (previously “Lord Mac’s”) by relocation of the main food and beverage facilities. The transformation included the design of new deck areas, a timber pizzeria pavilion, an open display kitchen located in a previously under-utilised area of the dining room, and a back-of-house upgrade. A cocktail bar was located centrally within the existing dining area to better serve and connect all spaces.

Environment: Environmental impact was very carefully considered. Existing high ceilings and deep verandas maintain naturally cool sleeping zones reducing the need for air-conditioning. Swing doors to the balcony or veranda were fitted with operable louvres allowing natural breezes to cool the rooms, and VRV technology has been utilised in all room air-conditioning systems to facilitate a 40-60% reduction in energy consumption compared to the previous systems.

There was a strong emphasis on re-use of existing materials. Non-fixed furniture in the studios, clip-on wall panels in the bathrooms and the lift-off panels of the bar allow for future upgrades to re-use materials. The use of C-Bus Lighting Automation System also provides the option for future changes.

The Resort: The resort had not been renovated since being built by Lord McAlpine in the early 80’s. The Perth-based Hawaiian Management Group acquired Cable Beach Club Resort in 1999 and wholly-own and manage the resort today.

The resort has been refreshed and has a sense of theatre with a sophisticated blend of quality finishes and fittings and carefully-chosen freestanding furniture.

A very special place, Cable Beach Club Resort is part of the rich history of Broome and its pearling industry. With its fascinating art collection and beautiful tropical gardens, the resort has an air of sophisticated tranquillity and intrigue within a luxurious and exciting environment to rival the world’s best holiday destinations.

The sensitively-handled refurbishment of Cable Beach Club Resort has achieved high acceptance by both the local community and its national and international guests, and the Cable Beach Club refurbishment is a multi-award-winning project.

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The Roebuck Bay Hotel Broome, 2008 - Current

A limited Architectural Competition was held for the redevelopment of The Roebuck Bay Hotel and the competition was won

by James Christou + Partners Architects.

The Masterplan revolves around a new “people’s lane” connecting key streets.

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Rossmoyne Senior High School Science Block, 2005 Award: MBA Excellence in Construction Award 2008 The Rossmoyne SHS Science Centre comprises 6 new laboratories being Stage 1 of an eventual 14 laboratory centre. The facility integrates flexible learning space with specific purpose laboratories.

It has a student resource centre and student laboratory for self-directed learning as well as staff studies for the Science Faculty.

The site is located next to Bull Creek which offers a rich bio-diversity learning experience for students.

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Kings Park Bio-Diversity Conservation Centre,2002 The Kings Park Biodiversity Conservation Centre project demonstrates JC+PA’s ability to deliver highly economical buildings in the current market James Christou + Partners completed the Bio-Diversity Conservation Centre for the Kings Park Board in 2005. The project was completed within the original project budget with a high-end design product.

A key feature of the buildings is an awareness of the external environment for the users. Despite being fully air-conditioned the active Environmentally Sensitive Design principles and ready ability to take advantage of cross-ventilation has allowed the building to be operational with passive heating / cooling only for much of the year. The retention of major tree species adjacent to the building was a primary design objective.

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Curtin University Events Centre,2003 A venue that caters for sport, graduations, examinations, campus events and major functions, the Events Centre includes three indoor courts, a café, a gymnasium, aerobics and support facilities.

The Village Green sporting ovals informs the architectural solution. The planning creates a strong circulation spine of the existing dome, as well as circulation from the campus chancellery building and sporing precincts.

The strong bold ‘arches’ north and south create a strong sculptural statement within the green spaces. The facades are designed to provide maximum natural ventilation and natural light into the complex.

City of Gosnells Civic Administration Building 2005 [Under Construction] The first administration building in Western Australia to achieve a 5-Star Greenstar Rating.

The services provided by James Christou + Partners Architects or this 10.6m project for the City of Gosnells include briefing, design, contract documentation, contract administration, interior design and total management of consultants.The project is a major benchmark facility as the 5 Star Greenstar rating will be the first in Western Australia for an administration building. James Christou + partners Architects undertook the initial feasibility study to determine the site, the Masterplan and the project scope and were selected as the Architects for the project via a rigorous selection process. The New Administration project requires the construction of a new three level administration wing prior to the commencement of a refurbishment of the existing administration building and Chamber facilities. The project incorporates innovative green technologies and will effectively demonstrate environmentally sustainable principles throughout. A major landscape programme will create a dramatic civic square with a fully integrated public art programme co-ordinated with the built form and the external works.

This project achieves a 5-Star rating and demonstrates JC+PA’s commitment to ecologically sustainable design.

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1.ii

Career Milestones of Team Members

MURRAY JOHNS Director Bachelor Applied Science Bachelor of Architecture (Hons.)

Registered Architect, W.A. Associate, Royal Australian Institute of Architects RAIA Cohen Medal Murray joined James Christou & Partners Architects in 1991 and now holds the key position of Director and jointly with James Christou provides overall leadership for the Practice.

He has extensive expertise in the full range of education, retail, civic, community, sport and recreational, commercial and masterplanning projects.

Murray provides design overview for a significant proportion of the firm’s key projects.

Current major projects include:

•

Roebuck Bay Hotel Development, Broome

•

Broome Civic Redevelopment

•

WACA Redevelopment

•

St Hilda’s Performing Arts Centre

•

City of Gosnells Civic Administration (5 Green Star)

•

Karratha Education & Training Precinct

•

Geraldton Education & Training Precinct

Key past relevant project roles include Project Director for:

•

East Perth Redevelopment Masterplan & Sector Architect.

•

St Hilda’s Chidley Campus

•

Wesley College projects

•

Canning College Redevelopment

•

Rossmoyne SHS Redevelopment)

•

Rossmoyne Science Centrre

•

Kinross College (Stages 1, 2, 3)

•

Shenton College

•

Currambine Catholic Primary School

He has special skills in Project Briefing and Consultation on education projects, Education Facility Design, Project Leadership, Design and masterplan expertise, and Risk Assessment & Risk Strategies.

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JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

Edward Clode Principal and Major Projects Director B.Arch.[Hons] B.Sc.[Arch], Registered Architect NSW ARBN 4100, RAIA Role: Design Manager – Leader Project Executive Edward Clode joined Suters in 1979 and has over 30 years experience across all facets of architecture. He excels in working with clients, consultants, authorities and contractors to deliver major complex projects with absolute commitment and resolve to achieve high quality projects that have stood/and will stand the test of time.

Ed has demonstrated his ability to manage major complex projects from client inception through the design, documentation and construction phases across a wide range of health, commercial, institutional, conservation and rehabilitation projects. A number of his projects have received Royal Australian Institute of Architects Awards: Newcastle City Hall, Newcastle Conservatorium of Music, Newcastle Regional Museum, Earp Gillam Bond Store, Civic Theatre and the Clydesdale Pavilion at the Sydney Olympic site at Homebush.

The key experience Ed brings to the Health Infrastructure Master Planning in his role as Design Manager stems from his involvement in similar major projects. These include: the Mater Hospital [$180, NSW Health’s first PPP project, complex high tech facilities including medical research]; City Quarter redevelopment of the former Camperdown Children’s Hospital site into a major inner city residential precinct [$150m, project management of 9 medium rise buildings from design to completion]; the CareWest PPP bid for the Orange Hospital [$180m principal consultant and management of the design team], Plenary PPP bid for the redevelopment of Royal North Shore Hospital [$750m, co-managing the design team of 40 professionals throughout the intense bid process working in a dedicated project office for 3 months]; and recently, the design management of the BER Western Sydney Mountain Team for Brookfield Multiplex Constructions [in the order of $100m].

Ed has fulfilled the lead role for the project direction of the Mater Hospital Redevelopment from the bid master plan design phase through the design development, documentation and user group processes to the completed site construction phase.

The many lessons learnt in the design, the co-ordination and the team management requirements for complex hospital projects will be applied to the Master Planning Services. Edward’s specific roles will include project direction and design coordination input and management.

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JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

Ken Dyer Principal and Health Sector Team Leader B.Arch [Queensland University of Technology] Registered Architect NSW ARBN – 5838, RAIA, ACHSE Role: Health Planning – Project Executive Ken has been with Suters for over ten years and was made a Principal in 2007. He is the co-leader of Suters’ Health Unit and has been the senior project architect responsible for a diverse range of health care projects for both the public and private sectors over the past twelve years.

Although based in Sydney, he is particularly familiar with regional projects and understands the right approach to delivering solutions that incorporate good design, meet budget requirements and reflect the needs of the users.

He has a wealth of Health Planning knowledge with the ability to come up with the right solution to suit all the site and user constraints. Ken has provided detailed health planning on the following list of projects. He enjoys the hands on approach of the client/user interaction and has seen all of these projects from inception through to construction. This total overview of many projects can provide invaluable ‘lessons learned’ for implementation at the master planning of any new project.

Major Hospitals – Royal North Shore Hospital Redevelopment (PPP Bid) – Mater Hospital Redevelopment, Newcastle (PPP) – Bendigo Hospital Redevelopment, Victoria – Swan Hill Hospital Redevelopment, Victoria – Warrugal Hospital Redevelopment, Victoria – Coonamble Hospital Redevelopment – Alice Springs Hospital Redevelopment, Northern Territory – Maitland Hospital - Main Entry/Emergency Department Redevelopment – Gosford Hospital – Main entry/Mental Health Unit Redevelopment – Queanbeyan Hospital Redevelopment – Auburn Hospital Redevelopment – Hornsby Hospital Redevelopment – Ryde Hospital Redevelopment – St George Hospital Redevelopment, Stage 5 (Ambulatory Care Centre) – Shoalhaven District Memorial Hospital - Stage 1B – Oberon Hospital (MPS) – Newcastle Private Hospital Stage 3 – Nepean Private Hospital Theatres Redevelopment – Prince of Wales Private Hospital Theatres Redevelopment

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Stuart Landrigan Senior Associate B.Arch [Newcastle] B.Arch [Newcastle], Registered Architect NSW ARBN – 6859 RAIA Role: Health Facilities Design – Project Executive Stuart’s experience has been in a wide range of projects types from residential to large scale commercial and specialist works with involvement in all areas of design, documentation, co-ordination and onsite inspection. The varied involvement in a wide range of projects [some listed below] has exposed Stuart to the diverse needs of clients, consultants and end users and has enhanced his ability to involve the client, project team in creating successful results.

From October 2004 to April 2006 Stuart was seconded to Nightingale Associates in the UK. Working as a Senior Architect, Stuart has worked on a number of Private Finance Initiative projects in the health sector and also research laboratory projects with the University of Oxford. This UK experience has provided a greatly expanded understanding of health care facilities in Europe and different procurement processes.

Masterplanning of small and large scale Health projects has been part of a number of projects listed below in the summary of relevant experience. Including the masterplanning for short and long term growth for the Newcastle Private Hospital site as part of the John Hunter Campus. Stuart is the NSW Leader of Suters health team and was Architectural Team Manager for the Plenary Health Bid Team for Royal North Shore Hospital Redevelopment, Project Architect for PFI bid for Wallsall Manor Hospital in the United Kingdom as well as a number of smaller commercially based masterplanning projects.

Health Facilities Newcastle Private Hospital Stage 3 Hunter Medical Research Insitute, Architectural Reporting for Business Care – Broadmeadow Day Surgery Facility upgrade & Relocation Brief preparation – Royal North Shore Hospital Redevelopment PPP Bi, ,North Sydney – Red Gum Grove Medical Centre and Aged Care Facility, Old Bar – Auburn Hospital tender documentation, Auburn – Integrated Cancer Research Laboratory, UK – PFI competition Walsall Hospital, UK – PFI competition Whipps Cross University Hospital, UK – Newcastle Private Hospital, Newcastle – NIB Medical Consulting Suites, Newcastle – NIB Birthing Suites & Nursery Refurbishment, Ncle – –

Master Planning Cessnock Aerodrome Masterplan St.Patricks Parish Masterplan – Tulloch Winery Masterplan, Pokolbin – Maitland Civic Centre Masterplan – Cessnock Hotel Masterplan, Cessnock – –

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Matt Kenchington Design Manager Health Registered Architect NSW [ARBN 8094] - B.Arch [Hons 1] [Newcastle], B.Sc [Arch] [with Merit] [Newcastle], RAIA, registered Architect NSW ARABN 8094 Role: Health Facility Design Discipline Leader Matt joined the Sydney Office of the Practice in 2001. He is experienced in a diverse range of project types including residential, civic, health and education architecture and was made an Associate in 2006. Matt has an adaptability to accommodate the needs of all stakeholders while maintaining the design integrity of a project.

He is currently the Sydney Office Design Manager with a special interest in the integration of sustainability and design to produce successful outcomes that exceed client expectations.

Health – Coonamble Hospital Redevelopment – Maitland Hospital Redevelopment – Queanbeyan Hospital Redevelopment – Gosford Mental Health Unit & Car Park Plaza Works – Wollongong Mental Health Unit For Older Persons – Shellharbour Non-Acute Mental Health Unit – Sutherland Non-Acute Mental Health Unit – Coffs Harbour Non-Acute Mental Health Unit – Walgett Aboriginal Medical Service – Erina Community Health Centre – Woy Woy Dental Unit – Coffs Harbour Hospital – 15 Component Design Community Health Projects, Rural NSW – Almshouse Nursing Home, Bath, UK – Doctor’s Surgery, Pill, UK

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JAMES CHRISTOU Managing Director A. Arch, (WAIT) Registered Architect, (W.A.) Fellow, Royal Australian Institute of Architects James established the firm of James Christou + Partners Architects in 1985 with clear goals to achieve wide ranging project capability and seek excellence in all aspects of architecture.

His principal interest in both architecture and urban design has shaped the varied portfolio of the Practice over 20 years. He provides the lead in establishing the design philosophy and management principles for the professional development of the practice and has gained an international reputation for high end design and masterplanning. He is extensively involved in every design project in the office.

James’ design skills and professionalism have been rewarded with commissions for some of Western Australia’s most significant developments.

James has undertaken the Project Director or Design Director role for key education projects: - Shenton College - Eaton Community College & Recreation Centre - Hale School Masterplan + Projects - Curtin University Recreation & Events Centre With comprehensive experience in major Education and Community planning, design and operation, he can deliver a risk free project.

James takes special pride in performing beyond client expectations, creating projects in harmony with their setting, delivering an environmentally responsible solution, and establishing a true sense of pride and ownership by the community.

He maintains open, friendly and available contact with the core client group throughout.

James has been an active contributor to municipal and tourism groups, has presented papers at various International Conferences, served as Chairman of the Information Committee of the RAIA WA Chapter Council, participated in the Committees for Competitions and Awards and has been an examiner for the WA Chapter Architects Board Registration examinations.

James has lectured at the School of Architecture at Curtin University and maintains an interest in architectural education.

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JOHN MAIN Associate Director Bachelor of Architecture (Hons) Registered Architect, W.A. RIBA R.I.A.S John joined James Christou + Partners in 1989 and over the last 18 years he has been a primary member of the James Christou + Partners Architects leadership team and has developed a reputation in the industry as a highly competent professional.

He is a highly experienced Project Leader with extensive expertise established through project management roles for large institutional buildings, education, convention, health, transport, airports and university projects both in the UK and Australia. He brings to projects a high order of management and project control. John has taken the Superintendent’s Representative role on the following BMW Projects: • Kinross College (Stage 2 & 3) •

Eaton Community College

•

New Perth Fire Station

•

Ellenbrook Fire Station

•

Curtin House Refurbishment (CIB Police Headquarters)

He has handled the Documentation Manager role on:

•

Shenton College

•

Hale School Boarding

•

Canning College Redevelopment

Relevant projects for which John was Project Leader and/or Contract Administrator include:

•

Broome Visitors Centre

•

Cable Beach Club Redevelopment

•

Allens Arthur Robinson Solicitors QV.1 Fitout.

•

Workcover Shenton Park – Head Office

•

Joondalup Civic & Cultural Facilities

•

Burswood Park Golf Clubhouse

•

Kings Park Plant Conservation Centre

•

M.G. Kailis Group Headquarters

•

Joondalup Lotteries House

•

Joondalup Works Depot – Current Project.

•

City of Stirling Depot.

•

24 Kings Park Road Office

•

John has a wide set of skills of superior calibre

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STEVEN SMYTH Senior Project Architect Bachelor of Environmental Design (Hons) Master of Architecture (Dist) GMAIA USGBC/CaGBC LEEDTM Accredited Professional AusGBC GreenStarTM Accredited Professional Steven joined James Christou & Partners Architects in 2007 as Senior Project Architect.

Steven is a skilled designer with and approach to architectural and urban design that is highly focused on making meaningful places through developing spatial relationships. The integration of architecture, landscape, urban form and local ecology is fundamental to Steven’s design strategy. Projects are always intensely researched. The participation of numerous voices, ideas workshops with clients, community members and stakeholders are central to the design process.

As an Accredited Green Star Professional, Steven believes that sustainability and good architecture are not mutually exclusive. He has a strong track record in environmentally sustainable design. In addition, Steven is an accredited professional with the Australian, Canadian and United States Green Building Councils and has had key roles in a number of recognised ‘green’ projects.

Steven’s current projects include:

WACA Redevelopment Hale School, New Middle School – Project Architect GSC Stage 2 – through to February Tender.

Steven has accumulated invaluable experience over a wide range of projects: Cockburn Coast Structure Plan for DPI Cockburn Central – Design Architect (with CCN) Government of Canada Office Building, CBD, YellowKnife, NWT, Canada (LEEDTM Gold & 2007 Royal Architectural Institute of Canada Award for Environmental Innovation) – Design and Documentation Architect.

High Prairie Community Learning and Health Campus – Project Architect Responsible for Master Plan, Concept Design and community workshop leadership Shenfield Civic Centre (LEEDTM Certified) – Project Architect

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KIRSTY GRIFFITHS Associate Director – Interior Design Bachelor of Arts (Interior Architecture) Hons Kirsty was recruited by James Christou + Partners Architects from Sydney in 2007 to take on the leadership of Interiors and Space Planning. Her specialist interior design focus is a valuable asset to the team.

Kirsty gained substantial professional experience working on significant corporate fit-out projects in both Sydney and Melbourne.

She has been Project Leader on interior fit-out assignments ranging up to 6700m2 and $15million, and has led interior projects for Merrill Lynch, Aon, Bloomberg, Cisco, QBE, AAP, Caltex and others.

Kirsty leads the space planning and interior design component of Project Briefing, bringing detailed issues for operations, layout and communication into earliest design consideration. In this role she works collaboratively with the architectural and consultant team to create a seamless and integrated built environment, striving always for design excellence. Kirsty has undertaken the following education and related projects for the Practice:

•

Curtin University Recreation & Events Centre

•

Hale School Library, IT & Classrooms

•

Hale Middle School

•

Wesley College Joseph Green Centre

•

Geraldton Education & Training Precinct

•

Karratha Education & Training Precinct

Kirsty’s involvement in the selected secondary school project will greatly enhance the timely resolution of briefing and space planning. Her interior design skills and FF & E scheduling experience will extract optimum value from the available funding.

Kirsty is admired for her strong communication skills, efficient client liaison throughout the project, and capable on-site communication and contract administration during the construction phase. Her responsibilities include:

•

Project Briefing

•

Space Planning

•

Design Management

•

Client Management

•

On site communication

•

Contract Administration

•

Awareness of current products and trends

•

Specifier and Selector

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NEIL EVANS Associate Director - Design Manager N Dip. Arch (Technikon Witwatersrand) Neil Evans was recruited from Africa’s largest architectural firm to James Christou + Partners Architects in 2007 for his exceptional design management skills and extensive major retail expertise.

Neil’s skill set is focused on the management of design, documentation and construction processes. His wide range of project experience includes key residential, hospitality, entertainment and retail projects. In his previous role, he gained valuable expertise in handling major retail projects, providing a key design management role for major developments:

•

Maponya Mall, Soweto ZA (65 000m²)

•

Clearwater Mall, Johannesburg ZA (60 000m²)

•

The Palms, Lagos Nigeria (35 000m²)

•

Greenstone Mall, Johannesburg ZA (65 000m²)

•

Oberoi Mall, Mumbai India (65 000m²)

•

South City Mall, Calcutta India (90 000m²)

•

Red Sea Mall, Jeddah UAE (135 000m²)

•

Al Khayma, Riyadh UAE (120 000m²)

•

Canal Walk Shopping Centre, Cape Town ZA (125 000m²)

•

The Pavilion, Kwazulu Natal ZA (115 000m²)

At JC+PA Neil provides a key role as Design Manager in addition to handling Contract Administration, and has undertaken the following education projects:

•

Hale School, Library, IT & Classrooms

•

Hale Middle School

With Neil’s broad range of experience on large commercial projects in varying environments he gained a full appreciation of the commercial aspect of projects. His extensive experience in planning and design delivery of retail and entertainment environments generated a thorough understanding of retailing principles, servicing, and management of pedestrian flow. His considerable skills benefit the firm through his skills in:

•

Design Management

•

Client Liaison

•

Design Development

•

Project Co-ordination

•

Internal Process Management

•

Document Management

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DEREK SWIFT Associate Director B A in architectural studies Diploma in Architecture Professional Practice RIBA (Parts 1 – 3) Derek joined James Christou + Partners Architects in 2005. He has provided a key lead design role within our Practice and has been promoted to Associate Director, Design.

Derek is an exciting innovative Designer and has a strong environmental focus.

Prior to joining the firm, he practiced extensively in London and Edinburgh, and then in Perth, on retail and educational buildings.

Since joining the firm he has taken a key design role in a number of education projects:

•

Hale School Projects

•

Gosnells Civic Centre

•

Broome Visitor Centre

•

Geraldton Education Precinct

•

Karratha Education Precinct

•

Curtin University Recreation & Events Centre

•

Derek has excellent design skills. His ability to communicate initial concepts with freehand sketches inspires a clear understanding of the three-dimensional spaces being created.

•

As an integral member of the Concept Team, Derek adds value and analytical design skills to assist in delivery of the best possible outcome.

MELINDA WHELAN Associate Director Bachelor of App. Science Bachelor of Architecture (Hons) Registered Architect, WA Melinda joined James Christou + Partners Architects as Junior Designer in early 2001, soon after graduating in Architecture with flying colours. She has now advanced to the key position of Associate Director.

Melinda is extremely capable and has strong design and communication skills to the benefit of client groups. She provides the Design Director with day to day design support.

Melinda is Project Leader for the Curtin University Events & Recreation Centre project from the initial Briefing stage and has played a key role in all design phases of the project, which is now nearing completion.

With a strong passion for education, civic and community work, Melinda proved her ability in her handling of roles assisting the team in Design Development and Documentation, Briefing & Concept Design, and Contract Administration, liaison with the Consultant Team, as well as providing key support to the Project Director.

Melinda has provided valuable assistance in education projects:

•

Hale Boarding House

•

Eaton High School

In addition Melinda serves as mentor for the Graduate Architects within the firm, promoting a collaborative design ‘studio’ environment and promoting innovative design solutions.

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ZURANI ONG Senior Project Architect Bachelor of Built Environment Bachelor of Architecture (Distinction) Zurani joined James Christou + Partners Architects in 2006 and has demonstrated her ability to undertake difficult projects and documentation roles.

Following her graduation in 2003 and before joining the firm, Zurani gained experience in documentation of education, community and mixed-use projects as well as in residential redevelopment.

Zurani’s education projects include her role as Superintendent’s Representative and Project Leader for the Geraldton Education & Training Precinct which includes Central West TAFE & Geraldton Senior College.

The TAFE project was completed on time and budget in early 2008 and the GSC project was completed in May 2009 and completed under budget with more than $200K remaining in budget reserve.

Zurani is currently in a key support role on the Karratha Education & Training Precinct.

Her other education projects include

•

Hale School, Library, IT & Classrooms.

•

Wesley College

•

Curtin University Recreation & Events Centre

Zurani’s skills have been proved in various roles:

•

Project briefing

•

Project leadership

•

Design development expertise

•

Documentation

•

Consultant co-ordination

•

Contract Administration

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GRAHAM AGAR Sustainability Consultant Bachelor of Engineering (Mechanical) with First Class Honours Bachelor of Science (Physics) Green Star Faculty Member Green Star Assessor NABERS (ABGR) Accredited Assessor CPEng NPER Mechanical and Building Services Graham Agar is a Mechanical Engineer in Bassett’s Perth office and appointed Discipline Leader of Sustainability. Since joining Bassett in January 2005, Graham has been involved in various technically challenging mechanical engineering and ecologically sustainable design projects.

Highly proficient in the use of our suite of energy simulation tools, Graham has been involved in the modelling of a number of high profile developments within Perth, as well as utilising these tools to provide innovative and ecologically sustainable design solutions.

Since joining the international AECOM Group of Companies, Graham has been instrumental in leading initiatives between Bassett and Maunsell Australia to focus on sustainability initiatives outcomes, working within our offices.

As leader of JC+PA’s Sustainability Team, Graham has been involved in some 16 Green Star projects and has led the submission team for Durack 2 (6 star certified) and 140 William Street (5 star certified). Both projects are applying for 5 Star As Built. In addition he has overseen shopping centre projects, office interiors projects and a host of 4-star office design projects.

In addition to working on Green Star projects, Graham has been involved in sustainability reporting for a number of non-standard developments, such as Athletics Facilities and the new Perth Police Complex. He has also provided strategic advisory services in reviewing and producing ESD policies.

Graham’s involvement with complex projects has seen him gain an excellent understanding of all disciplines and how they can contribute to improving the sustainability of a development. He has also had the opportunity to develop rating tools and measures for facilities which cannot comply with the requirements of Green Star and has helped clients to determine what are the most beneficial initiatives that they can select for their own development. His expertise has been recognised by his regular involvement and presentation at seminars, PCA Accredited training programs on sustainability and at Green Star training courses.

Our Quality Assurance management and practises are also championed by Graham who undertakes regular audits in association with our provider, Quality Assurance Services.

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APPENDIX 2 – CLIENT REFEREES & REFERENCES We invite BMW to contact our educational clients and verify our design and budget management performance directly, we include contact details below together with the following written references for recent projects:

1.

2.

3.

Hale School – Redevelopment Masterplan and Ongoing Projects (JC+PA are now into our 8th year as School Architects for Hale School)

David Timmins, Financial Controller, Phone 9347 9703 Email davidt@hale.wa.edu.au

Fiore Giovananngelo, Director of Operations, Phone 9347 9779 Email fioreg@hale.wa.edu.au

Stuart Meade, Headmaster, Phone 9347 9777 Email sgn@hale.wa.edu.au

St Hilda’s Chidley Campus

Joy Shepherd, Principal, Phone 9285 4100 Email joy.shepherd@sthildas.wa.edu.au

Michelle Houwen – Business Manager, Phone 9285 4100 Email michelle.houwen@sthildas.wa.edu.au

Curtin University – Recreation & Events Centre

Mr Ric Scott, Director of Planning & Project Management, Phone 9266 3117 Email R.M.Scott@curtin.edu.au

Mr Victor Popescu, Manager, Projects and Architectural Services, Phone 9266 3164 Email v.popescu@curtin.edu.au

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•

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H:Proj/03-002/10/02/L001

01 March 2005

Level 1, 50 Subiaco Square Subiaco, Western Australia 6008

TO WHOM IT MAY CONCERN

PO Box 990 Subiaco, Western Australia 6008 Telephone +61-8-9381 6288 Facsimile +61-8-9381 6277

JAMES CHRISTOU & PARTNERS ARCHITECTS Clifton Coney Group (WA) Pty Ltd CRAIGIE LEISURE CENTRE 076 585 905 ABN 39 076 585 905 Clifton Coney Group (CCG) were appointed by the City of Joondalup to project manage the ACN refurbishment of the Craigie Leisure Centre.

The Centre was in need of refurbishment in order to make it attractive and relevant to the community’s needs.

Following an extensive public tender and assessment process, the City appointed James Christou & Partners to undertake the design of the redeveloped facility.

The briefing and consultation process undertaken by James and his team was exhaustive and inclusive, resulting in a preferred refurbishment design scheme that met all the criteria of CCG, the City (as the owners and managers), the user groups and the community at large.

The design documentation was first rate, resulting in construction tenders being received within target and construction queries and variations to date almost non-existent. A result we believe was formed from the briefing process and outcome.

CCG are confident that the final product, when completed in a few months, will meet all expectations and would recommend James Christou & Partners for any similar aquatic and recreational facility.

Yours sincerely CLIFTON CONEY GROUP (WA) PTY LTD

DARREN STAUNTON Director

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APPENDIX 3 – JC+ PA HANDBOOK

Quality System Certification

JC + PA Handbook No. 1

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Handbook 1 – Design Delivery Checklist Job No.…………………………

Applicable

Activity

A.

•

Action By: (See Legend) MD / D / AD

PROJECT PROFILE

•

Name of Project

MD / D / AD

•

Value of Project

MD / D / AD

•

Key Client Contacts

MD / D / AD

•

E.O.I.

MD / D / AD

R.F.P.

MD / D / AD

•

Fee Submission

MD / D / AD

•

Direct Commission

MD / D / AD

•

Project Confidentiality

MD / D / AD

•

Programme Delivery

DA_____________ __

Authorities (Applicable) City Town Shire M.R. Planning

Tender________ __ Applicable

PC__________________________ _ PA / DA PA / DA PA / DA PA / DA PA / DA PA / DA

•

FESA

•

O.H.S

PA / DA

•

S.R.A.

PA / DA

•

E.P.R.A

PA / DA

•

Heritage

PA / DA

•

Others

PA / DA

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Comments

JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

Activity B. •

•

• C1.

Applicable

Action By: (See Legend)

PA

BRIEF Provided by Client •

In Full

PA

•

Finalisation by JC+PA

PA

MD/D/AD

JC+PA to formulate: •

Full Brief

PA

•

Brief Outline only

PA

•

Facilities Schedule only

PA

•

Budget Status

PA

•

Budget verified by Q.S.

PA

PA

Establish ESD Status – state Client Objectives SCHEMATIC / CONCEPT / DA SUBMISSION

•

Brief & Budget Signed Off

PA

•

Design Deliverables – inclusive of consultants + RAIA check list

PA

•

Request for Information + ESD

PA

•

Initial concept

PA

•

Verify against brief

DA

•

Verify budget

DA

•

Present to client

DA/PA

•

Client sign-off

PA

•

Prepare D.A.S to comply with Authority requirements

PA

•

Minimum D.A.S (Check Council requirements)

PA

•

Location plan

PA

•

Site Plan

PA

•

Floor plans

PA

•

All elevations

PA

•

Sections

PA

•

Materials

PA

•

Planner’s Report

PA

•

BCA Audit / FESA Check

PA

•

Budget

PA

EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 96 RFT BMW 4160809

Comments

JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

Applicable

Activity C2.

Action By: (See Legend)

DESIGN DEVELOPMENT

Drawings

Design Deliverables – drawing register and status – (inclusive of consultants)

PA

Request for Information

PA

Comment on drawings by all

PA

C3.

COST CONTROL

Full cost report from Q.S. + ESD

PA

Client comments

PA

Action plan for cost savings or changes.

PA

Reports to P.C.G.

PA

Draft Specification (including Consultants) + ESD

PA

C4.

Nature of Contract

DOCUMENTATION

PA PA/MD

Design Deliverables:

PA

o

Drawing register and status

PA

o

Comment on drawings

PA

Request for Information

PA

Cost Control

QS/PA

o

Cost Estimates

QS/PA

o

Pre Tender estimate

QS/PA

PA/CA/A

Reports o

To P.C.G.

PA/CA/A

o

Specification

PA/CA/A

o

Tender format

PA/CA/A

o

Special Conditions of Contract

PA/CA/A

Submit Documentation to FESA

PA

Confirm Building Licence Requirements

PA

EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 97 RFT BMW 4160809

Comments

JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

Applicable

Activity C5.

Action By: (See Legend)

TENDER – RAIA CHECKLIST

Drawing issue for Tender

CA/A/PA

Specification

CA/A/PA

Special Conditions

CA/A/PA

Building Licence issue (submission by client)

CA/A/PA

Issue of documents

CA/A/PA

o

Record Issue CD

S

o

Drawings

PA

o

Tender Period

PA

Answer Tender R.F.I.

CA/A/PA

Addendums

PA

PA/S

S

CA/A/PA

o

Receipt of Tender o

Time Record

Opening of Tender o

Open

PA

o

Closes

PA

QS/PA

Assessment o

Issue report

PA

o

Notify Tenderers

PA

o

Award Tenderer on behalf of client

PA/CA/A

PA

Contract Set o

Prepare 3 sets

CA/A/PA

o

Signing

C/B/CA/A

Applicable

Activity C6.

Comments

Action By: (See Legend)

CONTRACT ADMINISTRATION

Site Meetings

CA/A

Site Instructions

CA/A

Contract Variation

CA/A/PA/QS

Monthly Report

QS/CA/A

o

Programme

CA

o

Site instructions

CA

EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 98 RFT BMW 4160809

Comments

JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

D.

o

Contract variations

CA

o

Client decisions

CA

o

Consultant issues

CA/PA

o

Financial report

QS

o

Certificates

QS/CA/A

o

Defects

CA/A

o

Practical Completion

CA/A

o

Final Certificate

CA/A

PROJECT CONSULTANTS

Appointed by client

MD/D/PA

Appointed by JC+PA

MD/D/PA

Appointed by JC+PA on behalf of Client

MD/D/PA

Percentage %

Lump Sum

Structural

Civil

Mechanical

Electrical

Fire

Environmental

Acoustic

Lifts

Hydraulics

Pool Hydraulics

Green Star

ESD

EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 99 RFT BMW 4160809

JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

BCA / Building Surveyor

Landscape Architect

Traffic

Surveyor

Interior

Q.S.

Specialist Consultants

Public Artist

Heritage

Façade Engineer

Other

E.

MEETING FORMATS

E1.

PROJECT CONTROL MEETINGS

Once a month

E2.

Chairperson Private – Client Government – JCPA

Client / or Rep.

JCPA

QS

CONSULTANT DESIGN MEETING Once a fortnight

E3.

Chairperson MD / D / AD o

PA (minutes taken)

o

All Consultants

o

Minutes distributed same day

Meeting Times 8.30 – 9.30am

INDIVIDUAL MEETINGS

PA + Team Member

Consultant

File notes to be issued by PA (within 2 hours).

EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 100 RFT BMW 4160809

JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

E4.

TEAM MEETINGS (INTERNAL JC+PA) Chaired – PA

E5.

Design Deliverables – Status

Information Request Schedule

Consultant Performance

Key Action Plan

Issues Affecting Budget / Programme

Out put File Note to MD / PD

SITE MEETINGS Once a fortnight

E6.

Chaired by Contractors

Architect and All Consultants

Client / Agent

Duration 8.30 – 9.30am

HANDOVER MEETING

At Practical Completion

2 hours Workshop

Chaired by JCPA

All Consultants

Key Client o

Status of Defects

o

Defects 12 Months

o

Services Overview: o

Manuals

o

Warranties

o

Guarantees

o

Authority Sign Off (Verification)

o

Key Contacts – for Services & Contractors

o

Process for Recording of Defects

o

Action of Defects Programme

EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 101 RFT BMW 4160809

JAMES CHRISTOU + PARTNERS ARCHITECTS in association with SUTERS ARCHITECTS

EAST KIMBERLEY DEVELOPMENT PACKAGE- VARIOUS WORKS 102 RFT BMW 4160809