PROJECT DESIGN REPORT ARBE6201 Architectural Management & ARBE6202 Architectural Practice
Art House Theatre
------------------------------------------------------------------------PREPARED BY NUR SALIZA ZAKARIA 3157327 MASTER OF ARCHITECTURE
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
1
Table of Contents
List of Figures, Tables, Charts and Graph.......................................................................5
Project Summary................................................................................................................ 9
1. Introduction....................................................................................................................10
2. Project Initiation............................................................................................................11 2.1.1 Project Analysis.................................................................................................... 11 a) Client analysis......................................................................................................... 11 b) User analysis........................................................................................................... 15 c) Market analysis........................................................................................................17 d) Precedent analysis................................................................................................... 21 e) Key project success factors......................................................................................26
2.1.2 Project Brief.........................................................................................................29 f) Site analysis............................................................................................................. 29 g) Design and functional analysis............................................................................... 32 h) Accommodation schedule.......................................................................................34
3. Project Planning............................................................................................................ 36 3.1 Client Management & Communication................................................................36 3.1.1 Governance & Reporting Plan...........................................................................41 3.1.1.1 Executive Steering Committee..................................................................43 3.1.1.2 Finance and Budget Adviser......................................................................43 3.1.1.3 Project Management Team........................................................................44 3.1.1.4 Public Relation Team................................................................................44 3.1.1.5 Participant Management Team................................................................45 3.1.1.6 Design & Construction Team....................................................................45 3.1.1.7 Architectural Team, Consultants & Contractors.......................................46 ARBE6201 Architectural Management & ARBE6202 Architectural Practice
2
3.1.1.8 Working Participants Representatives.......................................................46 3.1.1.9 Transitional Participant Representative.....................................................47
3.1.2 User Group Management Plan..................................................................... 48 3.1.2.1 User Group Meeting....................................................................................49 3.2 Economic analysis..................................................................................................51 3.2.1 Consultant cost.................................................................................................. 52 3.3 Program of work......................................................................................................53
4. Project Implementation................................................................................................ 56 4.1 Introduction............................................................................................................56 4.1.1 Resource Establishment and Management.........................................................56 4.1.2 Managing Project Relationship.......................................................................... 59 4.1.3 Performance Management................................................................................. 60 4.2 Procurement System...............................................................................................61 4.2.1 Procurement Definition......................................................................................62 4.2.2 Project Procurement Strategy.............................................................................64 4.2.2.1 Delivery system assessment.........................................................................64 4.2.2.2 Contract system assessment..........................................................................66 4.2.2.3 Project Team Ratio of Work.........................................................................68 4.3 Project Cash Flow................................................................................................69 4.3.1 Construction cost schedule..............................................................................69 4.4 Cash flow data....................................................................................................... 71 4.5 Consultancy Fees-Cash Flow................................................................................73 4.6 Risk Management..................................................................................................75
5. Project Closure.............................................................................................................. 77 5.1 Project Evaluation..................................................................................................77 5.2 Business Planning & Marketing............................................................................82 5.2.1 Goals of the Firm................................................................................................82 5.2.2 Target Client........................................................................................................82 5.2.3 Firm Profile......................................................................................................... 82 5.2.4 Values and Beliefs...............................................................................................83 5.2.5 Advertising & Promotional Strategies..................................................................83 ARBE6201 Architectural Management & ARBE6202 Architectural Practice
3
5.2.6 Marketing Target..................................................................................................84 5.2.7 Twelve Month Plan...............................................................................................85
6. Design Process................................................................................................................87 6.1 Concept Design............................................................................................................87 6.2 Schematic.....................................................................................................................90 6.3 Access, Egress and NCCA Compliance......................................................................93 6.4 Developed...................................................................................................................101 6.5 Working Drawing.......................................................................................................104 6.6 Final............................................................................................................................108
7. Conclusion.....................................................................................................................115 7.1 Management................................................................................................................115 7.2 Design..........................................................................................................................115
References.........................................................................................................................116
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
4
List of Figures, Tables, Charts and Graph
Figures
Fig 1: Arts NSW logo Fig 2: Australia Arts Council logo Fig 3: Art practitioners Fig 4: Instructor Fig 5: Community/Fans related Fig 6: Receptive participation by state (in %) Fig 7: Chart of participation in Arts, Australia. Fig 8: Interpretation what brings arts education to Newcastle Fig 9: Location of Apollo Temple Fig 10: Plan of Apollo Temple Fig 11: View of the college surrounded by nature Fig 12: Location of the College Fig 13: Facilities provided in the College Fig 14: Bangor university, Pontio developments Fig 15: Facilities provided in the College Fig 16: Location Map Fig 18: Perspective View of the Gallery Fig 19: Location Map Fig 20: Section view-Relationship of the building with the slope Fig 21: Site Location, Newcastle Fig 22: Site analysis presentation drawing Fig 23: Structure arts practices Fig 24: Issues and strategies diagram Fig 25: Zoning Fig 26: An Artist’s impression of what this project might look like. Fig 27: Concept diagram Fig 28:Ssite strategy Fig 29: Anthropology Fig 30: Concept presentation drawing Fig 31: Schematic layout sketch ARBE6201 Architectural Management & ARBE6202 Architectural Practice
5
Fig 32: Schematic Site Plan Fig 33: 3rd lower plan Fig 34: Indoor Theatre plans Fig 35: Entrance to Indoor Theatre Fig 36: NCCA-Classifications plan Fig 37: NCCA- Ground Floor Plan Egress Fig 38: NCCA- 2nd Lower Floor Plan Egress Fig 39: NCCA- Ground Plan fire isolated staircase and ramp Fig 40: NCCA- 2nd Lower Plan fire isolated staircase and ramp Fig 41: NCCA- Ground Floor Plan Access Fig 42: NCCA- 1st Lower Floor Plan Access Fig 43: Other Key Compliances-Indoor Theatre Fig 44: Developed sketch Fig 45: Developed plans, elevation Fig 46: Theatre Perspective Fig 47: Developed Model Fig 48: Working Drawing-Plan Fig 49: Working Drawing-Section Fig 50: Working Drawing-Detail Fig 51: Working Drawing-3D Detail Fig 52: Final Site Plan Fig 53: Lower Ground Plan Fig 54: Section A Fig 55: Section B Fig 56: Outdoor Courtyard Fig 57: Entrance to Courtyard Fig 58: Outdoor Performing View Fig 59: Lounge View Fig 60: Walkway View Fig 61: Rehearsal Studio View Fig 62: Theatre View Fig 63: Final Model
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
6
Charts
Chart 1: Governance structure Chart 2: User Group structure Chart 3: Resource Establishment Chart 4: Project Team Structure Chart 5: Contract system assessment chart
Tables
Table 1: Schedule of accommodation Table 2: Executive User Group Table 3: Consultant Group Table 4: User Group Table 5: Executive Steering Committee Table 6: Finance and Budget Adviser Table 7: Project Management Team Table 8: Public Relation Team Table 9: Participant Management Team Table 10: Design & Construction Team Table 11: Architectural Team, Consultants & Contractors Table 12: Working Participants Representatives Table 13: Transitional Participant Representative Table 14: Schematic Design, Design Development, Documentation Table 15: Construction cost schedule Table 16: Schedule of works Table 17: Resource Establishment Table 18: Performance Management Table 19: Delivery system assessment Table 20: Contract system assessment Table 21: Contract assessment Table 22: Project Ratio Table 23: Architect’s fee Table 24: Stages cost schedule ARBE6201 Architectural Management & ARBE6202 Architectural Practice
7
Table 25: Documentation and Construction period Table 26: Cost per/period Table 27: Consultancy Fees-Cash Flow Table 28: Project Timeline-Cash Flow Table 29: Technical, quality or performance risks Table 30: Own team/ organisation risk Table 31: Process Evaluation Table 32: Functional Performance Evaluation Table 33: Technical Performance Evaluation Table 34: NCCA-Classifications Fig 35: NCCA-Classifications plan Table 36: NCCA- Access and Egress Table 37: Other Key Compliances
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
8
Project Summary Recent issue for performing arts has been a vast and high technology. The influence of new technologies and media has merged in a creative and unpredictable ways to interpret art which confronts mainstream cultural production. For many years an arts culture in performance have suffered from loss of spiritual, myths and has been in misconception. Some were left high and dry when new entertainment district grew in other areas of the city. Teachers tend to avoid or ignore the arts in their teaching or, worse still, confuse art with entertainment, regarding arts activity. Why is this problem while the arts and theatre are as natural as living and breathing?
The arts have been in around for as long as human civilisation through human knowing and action. The arts are fundamental to the daily life. Of all indigenous people they play a central role in the identities and cultural practices. “The Arts are the window to the soul�- Nathan (2008). According to Nathan arts were created in a sense to communicate and understand emotions, passion, jealousies and enduring conflicts. He showed a couple of samples, one of them were the early cave drawing recorded historical event, where birth and death were welcomed or accepted with song and dance .Theatre projected solutions to life’s dilemmas.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
9
1. Introduction The introduction explains on the arts theatre school located in Ordnance Street, King Edwards Park, Newcastle. It will deliberate in detail on the study that supports the argument on the issue regarding the arts school today. Being in high tech era converts the disciplines of art and changes its culture and tradition. Lack of spiritual, myths and in misconception is selected as the focus study model in arts theatre school .The study will consider the effectiveness of the design strategy and transition from the traditionally to modern day practice arts school in the essence of spiritually through architecture as well as culture and history. From these study and observation in understanding the value of spiritual, myths and misconception through architecture, this project would be the new typology of art theatre school for the future in arts industry in Australia and worldwide. The scope of this project aims to relate to the following factors and contribute practical viewpoints on the subject of this project:
To improve the arts education industry
Using arts in theatre to translate to architecture and space
To enhance the performance art through spiritual, myths and change the misconception
To create new typology of arts education for the future generation
Integrate new era and ancient arts theatre school.
To enhance the relationships between the arts school in Newcastle society with culture
To strengthen and support new artist in the making
Increase in number of jobs.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
10
2. Project Initiation For this project, the initiation is based on two clients which are; The Arts New South Wales and Australia Council of Arts to promote new diverse culture arts education and from this project it will be the new typology version for the arts school worldwide, which practice in spiritual, myths through architecture in contrast with the modern era of arts education. With the aims for the project is to rejuvenate the original spiritual and myths side of arts school compared with tradition and modern art school.
2.1.1 Project Analysis a) Client analysis
Fig 1: Arts NSW logo
Client A: Arts New South Wales was established in 1946. It is a government organization agency which is responsible for arts in policy development and funding that is dedicated to strengthen communities through the arts. The support of arts to be vibrant, dynamic as well as creative places that priorities artists and cultural heritage that enriches communities.
Providing support at all sorts of level from solo artist to biggest companies to ensure that artist grows and the economy is strengthened by the capacity of their creative industries to promote wealth and jobs. Arts NWS goals in is to increase participation in arts and cultural activities for all people across NSW with a strong and innovative industries continue to grow.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
11
Art activities are divided to 5 categories for learning in each Arts subject: • Dance • Drama • Media Arts • Music • Visual Arts. These 5 categories provide for students to engage with the cultural arts practices of modern and ancient Aboriginal and communities in relation to spiritual, myths. It targets to hold and apply the elements of arts through proponent’s activities, especially in youth and young arts society in order to persuade in gaining progressive knowledge for pursuing their career in arts.
Role and Strategy: Support artists and cultural organisations through advice, funding and grant support. Implementing partnership with the Government and with local communities and businesses to promote the arts, culture and creative industries. In conjunction with State cultural institutions: the Sydney Opera House; Powerhouse Museum; State Library; Art Gallery of NSW; Historic Houses Trust and Australian Museum
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
12
Fig 2: Australia Council for the Arts logo
Client B: The Australia Council for the arts was formed in 1968 by Prime Minister John Gorton. They are responsible in funding arts projects around Australia, advices industry on issues relating on arts. It supports strategies to cultivate new audiences and markets for the arts in Australia and overseas. The following are the seven boards of The Australia Council; each board has seven members including a chair, except the Major Performing Arts Board, which has eight members.
Major Performing Arts
Theatre
Visual Art
Dance
Literature
Music
Aboriginal and Torres Strait Islander Arts
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
13
Vision
. The arts are an important part of Australia’s culture, and that all Australians experience the arts through education and their communities, with life-long and inspiring engagement.
. Artists are appreciated for how they tell our stories, respond to the challenges of our time, and continually find new ways to create art
. Influential throughout the nation and internationally, creativity and innovation characterise the sector, and that Australian arts thrive and are recognised as distinct.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
14
b) User analysis For the project to be success user are required to support the function and criteria of the project and the following are divided into type of user : Arts practitioners -Youth 5-15 years old -Young adult 16-21 -Adult 22-34 Varies of arts target categories -Dance -Theatre -Literature -Visual arts -Music
Instructor -Artists -Researchers - Teachers -Philosophers
Community -Tourist -Fans related -Varies age group
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
15
Arts practitioners play an important role for this project to function, without them instructor wouldn’t exist in this project to help or promote more young new artist .Instructor could be range from graduate in arts education and researchers who would want to educate the students as well as they could explore more on their knowledge broad through teaching students through spiritual and architectural environment in the project. As for the public, it could benefit the community in the presence of the art school. As well as to expand society’s knowledge of the human condition and human cultures, especially in relation to behaviour, ideas and values expressed in works of human imagination and thought. For the fans of art could consider pursuing in their interest in arts, thus increase in audience participation.
Fig 3: Art practitioners
Fig 4: Instructor
Fig 5: Community/Fans related
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
16
c) Market analysis
Fig 6: Receptive participation by state (in %)
•
Macro studies
In this analysis, further intention in observing at arts participation and its way of living in the whole States of Australia (fig 6) and its impact on socio economics. Collaborating on the clients’ goal and strategy as well as understanding arts itself and it’s the benefit it brings to the people worldwide. The project will symbolize the arts education to global, one self confidence, community, family and religion.
Narrowing it down to observing what people most enjoyed activities in Newcastle determine the type of activity that the Novocastrians are interested in. This could help in the strategy to provide the new typology of art education in terms of seeing in a community perspective on what activities they enjoyed the most.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
17
•
Demographic and Competitive sector
Australia Council for the Arts had conducted a chart on Australian participation in arts. The study of the chart shows that in individual basis Australian’s benefits more than community. People tend to accept arts primarily as a social occasion and in response through their friends and family, rather than for the art form itself.
Description of location of other University in Australia determines the arts education that had been scattered mostly in the New South Wales (fig 6). Since most of the University located in the NSW, high chance of this project be in competition with the existing University and future development University in Australia or worldwide. •
Education and income sector
Engaging with socio economic factor impact in the arts industry, it has benefit widely in education and income levels. Income levels are also important factors, according to the Australia Council for the Arts people whom had complete any kind of education after primary school only had much less interest in creatively participated in any art form. However people with university and postgraduate level of education are more likely to have an interest in participating at least one type of art form. •
Cultural-Economic sector
In addition, the economic and quality of life have a huge impact n the social capital and the relative costs of teaching within the disciplines. Increasing and creative numerous of jobs in culture industries helps promote in the art industries From the Australia Council research, data published over 15 years provide proof of the profit of the creative arts and its impact on the economy and community.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
18
“The arts contribute substantially to our intellectual and cultural life and to our economy through employment, tourism, taxes and export dollars.” “Cultural industries make a huge contribution to Australia’s economy and to our economic growth. The arts and cultural industries contribute around 2.5% of Australia’s domestic production of goods and services, valued at some $20 billion annually.” “Just over 250,000 Australians worked in the cultural sector, which represents 3.3% of the total Australian workforce. Altogether 157,000 people work in a cultural profession as their main job and a further 98,000 work in cultural industries in a non-cultural profession.”
(Extracted from Australia Council, 2003: p. 17‐18)
Fig 7: Chart of participation in Arts, Australia.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
19
•
Market Demand
This project not just looking at Australia Council for the Arts, it relates to the Newcastle itself since the site location is at South of Newcastle, it also contribute to the coastal management plan. According to the Recreation Reserve plan, the site is set to be and will be maintain as an open space activity area that comprises of new restaurant, cafĂŠ and function centre. The market strategy of this site is to revitalize the area and to promote number of patrons in the area through culture (fig 8).
Fig 8: Interpretation what brings arts education to Newcastle
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
20
d) Precedent Analysis In this precedent analysis, four types of similar scale project will be analyzed, site located based on a similar location regarding archaeology place and spiritual principles. The 4 types are:-Apollo Temple Delphi, Royal Welsh collage of music and drama (UK), Bongor University Pontio (Northwest Wales) and National gallery of Greenland. •
Apollo Temple Delphi, Greece
The main factors of this chosen precedent is the location of the site which emphasize on the location and spiritual and ritual journey in an archaeological site in the 6th century B.C .It has much influence in a physically isolated surrounding of breathtaking natural beauty and said to be in the middle of the earth. The site is 5 km away from the harbour city of Kirrha on the Corinthian Gulf (fig 9). The site was dedicated to Phoebus Apollo; he was one of the Olympian deities in ancient Greek. The site was a pan-Hellenic sanctuary where the oracle of Apollo spoke, was indeed the religious centre and symbol of unity of the ancient Greek. The 51 ha with 14,314 ha of buffer zone built with modular elements- Amphictyonic council, temples, treasuries, theatre.“..sequence of the ..path creates a series of thresholds, and spaces that area increasingly sacred”. (Barrie,
1996)
Fig 9: Location of Apollo Temple
Fig 10: Plan of Apollo Temple
The ideology of the principle of this site is the spiritual journey on how the spaces distributes well with the natural surroundings and since it is a religious place, careful design was taken in consideration(fig 10).
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
21
•
Royal Welsh collage of music and drama, UK.
The Royal Welsh collage is another chosen location for this precedent which located at Bute Park near Cardiff University, Wales. The reason for this chosen precedent study is the focus on the natural surroundings (fig 11) and functionalist spaces to provide art education to cater to the students.
Fig 11: View of the college surrounded by nature
Fig 12: Location of the College
The building was established in 1949 in conjunction with the University of Wales located opposite of Royal Welsh(fig 11).The facilities provide education and training in the performing arts, with 520 undergraduates and 125 postgraduates student. The building was design by BFLS London Architect with area of 4,400 sqm. The building comprises of 180seat theatre (Richard Burton Theatre), 4 rehearsal studios, and exhibition gallery, foyer area, design studios, theatre design workshop, recital rooms, library, a terrace overlooking Bute Park and CafĂŠ bar which adjoin an existing building on the park-side site (fig 12).
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
22
Fig 13: Facilities provided in the College
The building approach is to provide an acoustic excellence and theatrical intimacy which designed based from inside out and the surrounding features , facilities are expressed externally thus creating a contrast volumes and rich textures under a dramatically sweeping roofline. Materials used in the structure of the building emphasize its nature surrounding for example using finishes of stone and timber to create a sequence of warm and tactile interior spaces as well as integrating with contemporary structure to become and iconic and landmark building in Wales’s capital city, attracting new audiences to the college and community.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
23
Bongor university Pontio (Northwest Wales, UK)
This precedent study is still under construction and will be complete by 2014. The building physically is the extension of the University’s upper campus that incorporates a redevelopment of the existing College Park. Designed by Grimshaw architect, the site is located at Deinio Road below Bangor main campus (figure 10 and 11). The 100,000 sqft building will house a studio theatre, 500-seat theatre, cinema, bars, restaurant, outdoor amphitheatre, parks area, and new students union, teaching and learning space (figure 12).
Fig 14: Bangor university, Pontio developments
Fig 15 : Location Map
The ideology of this project is to create hundreds of jobs in North Wales which has been design to achieve an excellent environment standard and said to be aiming at establish a world-class creative arts centre that provide innovative and inspirational platforms for engaging new talent. The building will have a better linkage with the existing campus. According to the British arts council the building expected to become a “cultural and economic powerhouse for the city”.
Fig 16 : Facilities provided in the College
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
24
•
National gallery of Greenland
This particular precedent has a different type of usage. It is a design competition which functions as a museum galley which is located on a sloppy hill in the Capital City of Nuuk, Greenland (fig 18). Designed by Danish architect, Bjarke Ingels Group. The reason for this chosen different type is the site location which has similar environment and the use of the slope (which will be explained later on) as the project.
Fig 18: Perspective View of the Gallery
Fig 19: Location Map
The geometrically circle building on the sloped site at 3000 sqm consist of a courtyard building that connects a broad layout with a sensitive adaptation to the landscape. The design approach of this building is to break the existing typical square boxes function that ignores the unique nature of Greenland (fig 19) and to combine the art and history of Greenland and contemporary art in one dynamic institution that relates the continuous developing of Greenlandic national identity through art and culture. Therefore Danish Architect proposed a National Gallery that both physically and visually in harmony with the dynamic nature since Greenland is a symbiosis of nature. The circular shape special feature of this museum compromise of an internal courtyard with an outdoor sculpture garden functioning as the museum‘s focal point, the slope of the courtyard lets the space to open up towards the city’s view (fig 20). The functional space inside the building consists of:-administration, public foyer, artist workshops, exhibition gallery, ticket counter, boutique and café.
Fig 20: Section view-Relationship of the building with the slope Practice ARBE6201 Architectural Management & ARBE6202 Architectural
25
e) Key project success factors
To make sure that the project to fulfil its goals and aims for the project, it requires to be met several key project success factors. The following are the key success factors that need to deliver in the design concept for the project. 
Project factor Ensure that the building is as transparent as possible and in harmony with the internal functions of the building-Landmark for arts school.
Provide sustainability respectively to the environment and community. The project should take in considerate to the Heritage significant since the site is a recreation reserve and has rich cultural aesthetic values.
Bring back the origin use of the site- Newcastle Bowling Club-mining coal shaft Use means- the underground passage of mining as facilities for arts school for eg: rehearsal studio.
Topography-sensitive cliff (potentially dangerous), preserve tress as much as possible
-Creates new typology of new arts school by integrating tradition and modern art through architecture with the surrounding nature and culture, thus to achieve arts spiritually.
Ensure that the built form allow efficient and effective management and maintenance. Ensure energy efficiency to minimise the environmental sustainability footprint of the Reserve.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
26
Client factors -Main client to support the start of the project to increase in the arts market hopefully then support from diverse range of clients from big companies such as arts council, university, and arts society, community to solo client such as artist whom invest in themselves to strengthen the economy by increasing the capacity of arts creative industries to create jobs and future for the graduate talent artist. Providing facilities that are useful and efficient to cater the requirement in client’s need.
User factors -Promote facilities to cater users’ needs to achieve in high number of patrons locally and internationally. -Deliver the spiritual spaces through architecture to achieve the new typology -Provide good education system for range of age level-Young, adult. -Take in consideration with the security of the building site-safe pedestrian and vehicle circulation from public to private user spaces. -Provide extra service that can gain advantage over their competitors. Facilities such as outdoor rehearsal space, artist research library etc.
Market factors The key market factors will be looking at the sectors mention earlier in the market analysis. Analysing the sectors and demand and provide own strategies and aims for this project; -Take in consideration on the economy and culture impact towards the project in Newcastle. -Main key market- Advantage towards tourist-Near city and by the scenic beach will generate in attracting tourist and patrons to the venue. -Product factor- Help to promote performances to both local and international visitor markets. -Culture factor- Increase in the cultural industries in Newcastle by promoting arts education at the site.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
27

Precedent factors -Concluding from the precedent analysis, then take in consideration in strengthens and weakness of each of the precedents mention earlier and come up with own strategies and goals for the project to achieve the success factors for the new typology of arts school for the generation. -Provide the best functionalist building that cater and satisfy user needs. -Design within site, despite any traditionally symbolic form of architecture. - Maintain good reputation and discipline in arts education.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
28
2.1.2 Project Brief f) Site analysis
King Edwards Park
Fig 21: Site Location, Newcastle
Ideology design of this project is to create a new type of art school that would focus on the physical and spiritual events, ranging from naivetĂŠ to reflection and from naturalness to artifice. It would be an ionic architectural building that emphasize and connects surroundings and cultural elements that could be a landmark for new artists to boost their confident in acting, performing, dancing as well as exploring their inner self spiritually and physically. The project suits with the location at the Newcastle Recreation Reserve which is the King Edwards Park at Ordnance Street (fig 21). It is located on the hills to the south overlooking the historic city near the aboriginal cliff of Yi-ran-na-li. Within the overall site diagram analysis, (fig 22) why King Edwards Park would be an ideal location for this project? Based on their cultural aspect it continues to have features that reflect the natural openness landscape/ slopes and demonstrate key state historical themes of defence, mining, leisure. Since the project site is aim at a rich cultural location at Ordinance Street, in the early era the area was one of the colonial settlements in 1910, and since then it has been a public ground for the Novocastrians. Ordnance Street was formally known of Newcastle Bowling Club. It was a Bowling Green Shaft for the underground coal mine. It is surrounded by historical significant items such as Bogey Hole that was used by the
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
29
Commandant Major Morisset, Bunker Hill which is located at Shephards Hill and other recreational space occupying of 196,525 sqm land size. The project will take a total of 0.65 hectares of the former Bowling Club and where other school facilities will be scattered throughout the south of the hill downwards to the current Garside Garden. This project consists of the following;
1) Accommodation for artists 2) Indoor Theatre/convention 3) Outdoor theater with backstage 3) Classroom/rehearsal rooms 4) Restaurant/ Cafe with library
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
30
Fig 22: Site analysis presentation drawing ARBE6201 Architectural Management & ARBE6202 Architectural Practice
31
g) Design and functional analysis
Fig 23: Structure arts practices
Fig 24: Issues and strategies diagram
To design the functional spaces for the project, understanding the structure arts practice are need to be met to provide the most beneficial strategy and approach for the typology of arts school (fig 23). Below are the 10 practices should be explore in designing art school: Meaning-How it intended by the artist(s) and understood by the audience? Forms- How the elements, media and approach been organised to translate to architecture? Societies- How it relate to the society? Culture- How does it have an impact to the context to the culture and what does it signify? Histories- Terms of heritage significant/forces and how it has influenced? Philosophies and ideologies- What are the philosophical, ideological and political perspective? Critical theories- Theories /articles to supports the project Institutions- Factors enable or constrained its creation? Psychology- Process in spiritual, ritual-mind, emotions involved? Evaluations-How all above overcome the success factors in terms of number of patrons, context and the artist?
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
32
In addition, looking at the issues towards arts school today plays an important part in designing factionist spaces. Observing the current issues and come up with design strategies to archive the key success factors of this project. Here are the issues and strategies that are explain in more detail from fig 24.
Issues Tradition- Degrading origin of arts and theatre. Spiritual and physical aspect- Human experience and behaviour. Focus- Loss of focus on aims and role of arts in arts education. For eg. Teachers tend to ignore the main focus and often confuse with entertainment. -Modern trend in learning arts tend to focus on measuring learning outcomes rather than listing learning inputs.
Environment- Most arts school are located in the city/urban area-makes students difficult to experience serious and spiritual drama.
High Technology- Depending on technology in learning and teaching. Making teaching simple and easy. Mostly theory experience is involved through vast technology to translate the definition of arts education. Culture- Lack of cultural and historical significant that integrates within the building and programmes (lack of relationships).
Strategies Education- Provide the best art education for the future talented artist. Spiritual- Engaging the 3 elements of spiritual- mind, body and soul into arts. Bring back the traditional art principles and translate to architecture. Community- Open to the public to the site so that it’s not just the art user occupies the building. Bring the art society and public together- Improve in community of Newcastle through art and culture.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
33
Environment- Must be separated from the rest of the world and free from distractionnoise, traffic, other unrelated facilities. Good relationship with nature and respect the surroundings (environmental friendly).
History/Culture- Make the most use of the site and use the cultural and historical significant items-Bogey Hole, Mining Shaft, public recreation are to relate to the project.
h) Accommodation schedule Below are list of programme spaces that will house the project. The space and area below are at preliminary stage of concept (table 1) (therefore rough dimension are given).The spaces and dimension might change as the project progresses. Fig 26 is an interpretation from my site diagram analysis. These diagram shows at a preliminary stage idea of how the spaces and the type of spaces are scattered.
Table 1: Schedule of accommodation
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
34
Fig 25 is the possible preliminary conceptual diagram layout where the facilities are divided into stages of the purification, meditation, process and results. The spaces are laid out according to the stages for example classroom-workshop -Studio-theatre where the main performance takes place in front of the public.
Fig 25: Zoning
Figure 26 is an Artist’s impression of what this project might look like. where the building is part of the landscape ground to public territory. The facilities are laid out underground and allowing natural lighting into the space emphasizing the essence of presence in a certain space.
Fig 26: An Artist’s impression of what this project might look like.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
35
3. Project Planning
This section on project planning provides a detailed analysis of the project management aspects including client management and communication as well as economic analysis and work programs. 3.1 Client Management & Communication The clients for this project are The Arts New South Wales and Australia Council of Arts. A brief need to be laid out clearly by the clients as any inadequate briefing could lead to client dissatisfaction with their building when. During briefing, the objectives and requirements of the project should be clarified. Clients must clearly brief the project objectives, in terms of the requirements, cost and time budget. The brief should have all the information needed in order to proceed with the design to prevent any misunderstanding during the designing process further on. Any shortcomings could lead to a poor building performance. This is very important so that the clients will be able to communicate with the architect or the design team, as it will directly influence the outcome of the project. Same goes for the clients. Sometimes, the clients are lack of understanding when it comes to design and construction with the unfamiliar building regulation while some of the clients are confused on what the architect as consultant can provide in terms of professional services. On the other hand, the clients might also have little knowledge on the procurement or inexperience to different procurement method that has been provided. These are one of the areas that the architect requires to advice on the clients. Communication between the clients and the architect is vital to make sure an effective briefing. From the brief, the architect or the design team need to understand the clients’ needs and requirements identify any issues within the brief, clarifying any doubts, compromising with the objectives and resolving any conflicts with the client if there is any. The architect must guide the clients in deriving the project requirement and advising them on what can be done to accomplish the objectives. After the objectives are agreed between the clients and the architect, the procurement stage will follow. Under a legally bind contract, the clients’ needs will be translated into a design, which follow the technical characteristics, performance criteria and standard specified and to be completed within the budget and ARBE6201 Architectural Management & ARBE6202 Architectural Practice
36
time limit. The brief should be the guiding document and reference for the project despite the common practice of which oral presentations are taken as the medium of communicating on the brief. This common practice must be avoided as it has a potential of miscommunication between the clients and the architect. These situations can be improved by expending more time and effort in developing the clients’ requirements and objective. For this from the client’s side, the architect could be appointed earlier so that the architect could advice the clients in developing the brief and understanding what the clients’ need. Based on the table 2, 3 and 4, below, they showed three different groups of main client role in order to provide a brief project to the architect so that they could an idea and thought from the project itself. CLIENT/STAKEHOLDERS
What does the client/stakeholder want from this project?
What do you want from the client/stakeholder?
How will you meet the client’s/stakeholder’s requirements?
Australia Council for the Arts
Produce in quality and diversity in the creation of arts theatre including most forms of live performance including multi-disciplinary works which connects creatively with communities.
Provide support and funding. Good relationship between teams. Need information to enhance building design in order to meet the community need. Promote the building to all art sectors in Australia.
Providing wider services for artist’s needs. The project delivered successfully without any trouble. The fund allocate are used efficiently. Being recognized of excellent project for re-election.
Trade & Investment Arts NSW
Project to act a platform to build stronger community through arts. To be recognized as a body that provides vibrant, dynamic and creative place which values artists and cultural heritage and enriches communities.
Co-operation between teams; to promote opportunities for people to connect; create partnership with government and local communities and businesses to promote the arts, culture and creative industries. (the project itself)
Deliver and complete project successfully accommodating to artists’, cultural needs – activating the edges of the city in conjunction with art revitalization plan to acknowledge the body.
The Arts Law Centre of Australia
Beneficial project for artists – carrying out arts practice in a culturally aware environment. Promoting justice for artists and values their creative contribution in the project.
To provide legal and business services, professional development resources and advocacy for artists and arts organizations of the project.
Department of Planning
To design and produce with effective management on planning of artistic and cultural resources and value. Wants recognition of successful projects which address proper planning and social concerns.
Approval and authorization for the design project in terms of planning & zoning design as well as other planning issues.
Accommodate the needs of artist and promote their creative contribution – parallel to the vision of the body. Providing and accommodating educational services/attractions for community to activate the park. Develop a design that integrates proper planning from the guidelines and rules of department.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
37
NSW Treasury
Regional Arts NSW
Funds provided to be spent efficiently and productively. To be recognized of fruitful expenditure for election. To create and design a place enhancing the positive futures of regional, rural and remote communities in NSW through arts and cultural development.
To gain approval and financial backup/support for the project.
Project completed effectively without any problems. Proper finance management; funds allocated spent efficiently.
Provide network through different and other regional organizations to foster and enhance the capacity of arts and cultural organizations in the regions.
Design and complete project that promotes the well-being of arts and culture in Newcastle. Promoting the needs of independent artists to be recognized.
Table 2: Executive User Group
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
38
CLIENT/STAKEHOLDERS
What does the client/stakeholder want from this project?
What do you want from the client/stakeholder?
How will you meet the client’s/stakeholder’s requirements?
Architect
Requires recognition of successful project and architectural design which address the culture, arts vitality and social concerns, which may in return increase other job opportunities. The successful implementation of the design idea. A new and innovative idea.
Co-operation and rally support/teamwork from all other consultants involved in the project. An architectural design that will represent the arts and culture of Newcastle. A design that facilitates the requirements from the design brief.
Providing an experienced team of consultants and workers in assisting the architect in delivering the design and completion of the project. Provide media coverage and large budget which is flexible to the design.
Project Management Team
Requires recognition of successful projects and architectural ability with the prospects of future project offers. A better understanding on project information simultaneously increase productivity of their services
Providing an experienced team of consultants and workers in assisting the project managers in delivering the design and completion of the project. Provide media coverage and large budget which is flexible to the design.
Engineers
Wants recognition of efficient and fruitful project which may in return increase other job opportunities. A better understanding on project information simultaneously increase productivity of their services
Co-operation with all other participants’ involved in the project. Delivering the project on time and within the calculated budget. Continuous updates in the progress of the project. Good understanding of the project goals and design ideas. Co-operation with other consultants in the project. Deliver and produce the project which is stable in engineering terms. Continuous updates on the project progress. Good understanding of the project goals and design ideas.
Consultant
Recognized for project success with the prospects of future project offers. Knowledge and experiences gained from the project are useful for future projects to come.
Using the skills and experiences of the consultants to assist and to deliver the project until project completion. Sufficient funding for the project needed which is sufficed to the building outcome.
Contractors
Recognized for project success with the prospects of future project offers. Knowledge and experiences gained from the project are useful for future projects to come.
Support and teamwork from various parties in the design process. Assisting in all professional fields and knowledge for the benefit and success of the project. Co-operation with all other participants’ involved in the project. Delivering the project on time and within the budget. Continuous updates in the progress of the project. Good understanding of the project goals and design ideas.
Providing experienced consultants to work with in assisting the engineers in delivering the design and completion of the project. Provide media coverage and sufficient budget for the flexibility of the design.
Recognize contractors’ works and experiences in the project for the project success. Acknowledging the contractors benefits within the project. Continuous support for project completion through a safe and productive working environment.
Table 3: Consultant Group
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
39
CLIENT/STAKEHOLDERS
What does the client/stakeholder want from this project?
What do you want from the client/stakeholder?
How will you meet the client’s/stakeholder’s requirements?
Arts practitioners
To gain self confidence in themselves and being accept from local people about this new typology of art theatre.
To receive support and approval from the community for the project design. Use of services provided by the design.
Instructor-Including staff
To have comfortable working environment. The administration and office to be equipped with 24 hr shift by staff, including emergency aid.
The key issues have been laid out and solve in the design. Key issues include: -need of space -concerns -safety factor -routine Support from them and involvement in design process for the success of the project.
Acknowledge the community as the sole-user of the building, respecting their concerns and need in the design. Provide a typology that shows a new meaning of art in architecture of its users. Offer a kinship network by demolishing boundary between public and practitioners. Provide a safe working environment. Providing sufficient space to manage the facility and related operation and an open office which is functional to handle related scope of job.
Surrounding Communities
To be involved in the well being of those within the community that has public facilities which has useful services that attracts a bigger population to Newcastle and the recreation facilities which increase the land value of the surrounding suburbs. Has safe and socially interactive environment. To have building surface and structure that is easily maintain and service with easy access to waste disposal and storage. Have an opportunity to experience and appreciation in art through architecture.
Support for design process. Relations of broader society with the other members of the design.
Offering services in which the broader society involves. Offer job opportunities. Activates the recreational services in the King Edward Park that lead to offering useful facilities to the local society.
To understand the best practices in making the development easy to maintain and service.
Acknowledge them briefly throughout the process of the project and frequently update them on any progress.
Get attention for the publicity of the project. As well as to be known internationally.
Acknowledge them in the process of the design to promote the building to the public. Exposing the key issue of arts today and introduce the new typology of arts to let them know that this is not a typical art or artist building.
Services/&Maintenance& Unit&
Tourists / media/fans
Table 4: User Group
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
40
3.1.1 Governance & Reporting Plan
Project Governance is a structure work that direct out the organization, communication, resources, reporting and monitoring systems to manage a project to be at constant stage with a well organization corporate or strategic vision. The responsibility of authority is used to structured coordination of project management to make sure the success of the project. Chart 1 show a structured authority system used in the project to make sure that the project is delivered successfully without any delay or issues in the project.
Roles of governance in project are as follows;
•
Project structure
•
Manage risk
•
Make sure that the projects are on track to meet the requirement
•
Guidelines and procedures
•
Development and management of processes
The reporting for the project will assist in the form of minor and major meetings meeting that will take place as often as regularly as per require. They should then be followed up with reports that records and keep track of materials that been discussed and decisions made during these meetings.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
41
Chart 1: Governance structure
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
42
3.1.1.1 Executive Steering Committee Executive Steering Committee is an organization with stakeholders who are in charge for providing supervision on an overall strategic management. Table 5 to 13 indicates the role, function and membership and management structure plan for each governance group; Executive Steering Committee Responsible for supervising all the design aspects from preliminary stage to completion to deliver the project on time within the given budget. Supervising day to day progress with the developed guidelines and timeline. Newcastle City Council Council for the Arts Project Director NSW Government: Arts NSW Monthly reports given by the project management team which includes the project schedule, funding and cost, and problems during construction. Reports that are made through; Meetings, minutes meeting, power point Presentation, Charts, Graphs, CAD, models. Site photos, etc.
Role
Membership
Reporting
Reporting through
Table 5: Executive Steering Committee
3.1.1.2 Finance and Budget Adviser Financial and budget adviser specialized in maintaining the balance of investment income, capital gains, and acceptable level of risk by using proper asset allocation. Finance and Budget Adviser Role
Membership
Reporting
Reporting through
Responsible in maintaining financial management system and processes. Responsible in organizing the entire project cash flow. Facilitate strategic planning at a corporate level. Financial officer from Newcastle City Council Council of Arts NSW Government Art NSW Monthly financial reports on financial condition and results, and preparing report on a daily basis to keep record on investment made and the delivery outputs. Reports made through: Meetings, minutes meeting, excel, charts, graphs, Microsoft project Table 6:Finance and Budget Adviser Table 5: Executive Steering Committee
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
43
3.1.1.3 Project Management Team Project Management Team is an organization that is responsible for managing the project from the start until completion and providing daily report of the progress throughout the project stages. Project Management Team Role
Membership
Reporting
Reporting through
Ability to set up project deliverable and schedule of progression during planning of the project. Manage supervises progression sub management teams of design, construction, participants as well as public relations. Project Managers Representative of Executive Team Lead Architect Lead Participant Manager Lead Public Relations Manager Weekly reports from Public Relations Teams, Construction Teams, Management Team and Design. Discuss any rising issues from each sector, project schedule and staging. Meetings, Power Point Presentation, Charts, Graphs, CAD, model, minutes meeting of Sub governance groups.
Table 7: Project Management Team Table 5: Executive Steering Committee
3.1.1.4 Public Relation Team Public Relation Team is to develop the relationship with the community to update with the local community on the project surrounding them. Public Relation Team Role
Membership
Reporting
Reporting through
The Team discusses and delivers the needs of the community through the project with the help of the project team and the public. The team will encourage the direct community to embrace the project as part of their local community. Project Manager Public Representative Participant Representative ( Independent Artist Organization) Lead Architects Contractors Weekly reports from public representatives. To discuss any rising issues from each sector, project schedule and staging. Meeting, Power Point Presentation, charts, graphs, etc. Table 8: Public Relation Team Table 5: Executive Steering Committee
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
44
3.1.1.5 Participant Management Team
Participant Management Team is responsible in an organization that actually authorities, producers, orders. Mostly they will utilize the building when it is completed.
Participant Management Team In charge for producing ideas that are of concern to the designs participants. Monitoring key project activities in concern with design functionality. Project Manager Public Representative Participant Representative ( Independent Artist Organization) Lead Architects Daily, weekly, monthly reports from public and participant representatives in order to discuss any problems that arise during the project stages. Group and individual interviews, charts, questionnaires, minutes meeting of Sub governance groups.
Role
Membership
Reporting
Reporting through
Table 9: Participant Management Team
3.1.1.6 Design & Construction Team Design & Construction Team is responsible in managing the design and construction of the project throughout the process until finished. They are the ones who have to make sure that the project is effectively sourced, and manageable.
Design & Construction Team Role
Membership
Reporting
Reporting through
In charge for overlooking the duration of work of all consultants and contractors. Providing design and construction solutions. Assessing the functionality of the project. Project Manager Public Representative Representative of Executive Team Participant Representative Lead Architect Weekly reports to the project management team of progression project, with information gathered from the site reports and site visits. Meetings, Power Point Presentation, charts, graphs, CAD, models, minutes meetings of Sub governance groups, project management website. Table 10: Design & Construction Team
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
45
3.1.1.7 Architectural Team, Consultants & Contractors Architectural team, consultants & contractors are the ones who are responsible in working together in designing and constructing in site and off site. Woking to meet the requirements.
Architectural Team, Consultants & Contractors In charge for providing design and construction of their important duties given in their scope of works of the agreed contracts. In addition, responsible for meeting deadlines given by the project management team (Knowledgeable Representatives)
Role
Membership
Daily compilation of development of works. Weekly report formed by daily reports at the end of working week and presented to the construction and design team. Meetings, power point presentation, charts, graphs, CAD, models, minutes meetings of Sub governance groups, project management website.
Reporting
Reporting through
Table 11: Architectural Team, Consultants & Contractors
3.1.1.8 Working Participants Representatives Working participants representative are the one who is responsible in implementing ideas and manage from other team to develop the design. Working Participants Representatives Role
Membership
Reporting
Reporting through
In charge for gathering information from all working participant management team to help implement ideas in the design for functionality and develop operational policies. Building Office Staff Maintenance Staff Technical Staff Management Staff Reporting as required, or else regular reporting monthly about building functionality and requirements to participant management team. Meetings, group and individual interviews, questionnaires, verbal methods. Table 12: Working Participants Representatives
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
46
3.1.1.9 Transitional Participant Representative Transitional participant representative is responsible in getting all the data and information from other teams to manage the design project to be able to see the project is managing properly.
Transitional Participant Representative Role
Membership
Reporting
Reporting through
In charge for gathering information from all transitional participants of the design project, which is then passed on to Participant management team to help implement ides in the design for functionality and develop operational polices. Users Representative Public Representative Tourist Representative Community Representative Reporting as required, or else regular reporting monthly about building functionality and requirements to participant management team. Group and individual interviews, questionnaires, verbal methods.
Table 13: Transitional Participant Representative
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
47
3.1.2 User Group Management Plan User groups are the people who are involved in the design development as to make sure to meet the wants and needs in the function of the building. To make sure that the building functions meets well, the user group must have an interest in the building performance. To do so, regular meeting need to be held and have structure organisation of this meeting shall be displayed for all public. Figure 2 illustrates the operational use of the spaces of the design with the main user groups. The participants of the design are represented in the design and documentation phase by the participant representative manager, who conveys the requirements of the participants to other stakeholders in the governance structure. Information from participants is collected with meetings, questionnaires and surveys. Please refer to Governance and Reporting Management Plan section of the report for more information.
Chart 2: User Group structure
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
48
3.1.2.1 User Group Meeting The meeting with the user group usually appear in stages with specific parties to receive different opinion and knowledge on the current design process. It is the most efficient way to reconnect between clients, user groups as well as designers. The user group will receive important information regarding the project which includes budget, project cost, problems in construction and any other which relates to the user groups. These stages of meetings are divided into three which are: •
Schematic Design
•
Design Development
•
Documentation
Schematic Design Key Clients
Arts New South Wales, Arts Council
Associated
Australian Government-Department of Arts
Stakeholder
Arts New South Wales-Performing Arts management
User Groups
Students, public, staff, lectures
Description
Brief induction on the project prepared by the architect. Then followed by meetings and discussion session which is open for views and opinion to improve the project. Have a public view as well. Prepare a rough cost estimation on the project.
Design Development Key Clients
Arts New South Wales, Arts Council
Associated
Australian Government-Department of Arts
Stakeholder Maintenance, Plant and Equipment
Newcastle City Council-Department of planning and Infrastructure Hard Facilities Management
Security and Cleaning
Soft Facilities
End User
Artist/ Independent, public, lectures, staff
Description
3 rounds user group meetings with an outline of the building development and construction.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
49
Documentation Key Clients
Arts New South Wales, Arts Council
Associated
Australian Government-Department of Arts
Stakeholder Maintenance, Plant and Equipment
Newcastle City Council-Department of planning and Infrastructure Hard Facilities Management
Security and Cleaning
Soft Facilities
End User
Artist/ Independent, public, lectures, staff
Description
2 rounds user group meetings whereby these meeting occur at the last stage of design development that includes final budgeting and cost. Table 14: Schematic Design, Design Development, Documentation
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
50
3.2 Economic Analysis Here is the preliminary estimation cost which has been calculated to cater for the economic analysis. For the standard of the construction rates, the numbers of the rates given in the cost estimation in the table are an assumption of the average rates in the building industry with comparison to the Rawlinson Australia Construction Handbook 2011 to estimate the construction rates in the Australia today. Building type
$ per sqm ( Sydney)
Total sqm
Total cost $
1575
500
787,500
- Walkway (concrete)
120
200
24,000
-Admin office
1970
40
Accommodation -House ( 6 single unit, individual house, tiled roof, medium standard finish, full brick)
Total Underground Indoor Cinema/Theatre/Convention Single, suburban-seating capacity 6900 300/500, including air conditioning, ancillary facilities, seats, projectors, stage.etc
1185
8,176,500
Total Outdoor Theatre Seating capacity 1000/1500, including ancillary facilities, basic stage equipment, seats. etc
13450
739
CafĂŠ toilet
Excavation cut and fill Landscaping Outdoor furniture-seats
9,939,550
2110
150
316,500
1535 2215
174 20
267,090 44,300 627,890
Total School Arts teaching-2 storey, tutorial and lecture rooms, standard finishes, built-in fittings.
8,176,500 9,939,550
Total CafĂŠ and library Library, suburban-single storey, good standard finishes, air conditioning.
78,800 890,300
2760
10(cum)
1000
585
1,614,600
Total
1,614,600
Total
30,000 30,000
1151 (cum)
200 Total Total construction cost
200,000 200,000 21,478,840
Table 15: Construction cost schedule ARBE6201 Architectural Management & ARBE6202 Architectural Practice
51
3.2.1 Consultant cost
Referring to the RAIA free guide, to calculate the consultant fee, the use of the graph shown. For this project, the building undergoes classification II which is complex.
The graph indicates a 5.8% of $21,478,840 will be the consultant fee. Therefore, 5.8% x $21,478,840= $1,245,772.72 will be the total consultant’s fee.
Concept Design/ Development Application Drawings 30% x $1,245,772.72 = $373,731.82
Documentation 40% x $1,245,772.72= $498,309.10
Contract Administration 30% x $1,245,772.72= $373,731.82 Graph 1: Percentage profile
Development cost $21,478,840 + $1,245,772.72 = $22,724,612.72
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
52
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
53
The schedule of work is consisting of detailed work schedules from the beginning of the briefing process to the design process, the documentation, tendering process, to the construction stages until its proposed completion.
3.3 Program of work
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
54
Table 16: Schedule of work ARBE6201 Architectural Management & ARBE6202 Architectural Practice
55
4. Project Implementation
4.1 Introduction The project implementation section gives a detailed analysis of the resources required to deliver project, the project procurement strategy options, cash flow, and risk management plan. It should be clear from this section with who and how the project will be carried out.
4.1.1 Resource Establishment and Management The services system is in accordance to the requirements of the brief for the project which will also be delegated to the consultant and sub-consultant. The documents include names of the personnel assigned to the project of Art House Theatre, their roles and responsibilities, qualifications and other professional experiences. The management structure of team is clearly determined and delegated according to expertise. Below is the list resources required to deliver the project.
Project Manager
Project Director
Team design: Architect
Consultants; Mechanical Engineer,
Civil Engineer, Electrical Engineer,
Quantity Surveyor
Contractor
Admin
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
56
Newcastle City Council
Project Manager
Project Director
Consultant
Architect/
Contractors
Design Team Mechanical Engineer
Civil Engineer
Electrical Engineer Quantity Surveyor
Chart 3: Resource Establishment
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
57
Newcastle City Council
Executive Steering Committee
Project Manager
Executive
Project Director
Design
Admin Support
Project Architect
Design Reviewer
Senior Arch
Design Team Delivery
Delivery Team
Admin Support
Chart 4: Project Team Structure
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
58
4.1.2 Managing Project Relationship Who
Relationship Establish
Up
Director
Maintain
They want
How
You want
How
How
Achieve client
Meeting with
Successful
Clear
Constant
satisfaction
the client
project
management
discussions and meetings
Project
Project delivered
Frequently
Learn and gain
Establish
Setup a
Architect
successfully
meeting with
more
communicati
continuous and
according to
design team
experience
on
open
brief
and consultants
Establish name
communication during project
Across
Mechanical
The information
Open
Receive good
Coordinate
Constant
Engineer
set out in the
discussions on
cooperation
all the sub
meetings and
Civil Engineer
project brief is
problems and
among project
consultants
discussions with
Electrical
clear
ideas of team
members
with
all team
Engineer
Scope of task
members
clearly stated for
excellent
members
Quantity Surveyor
each sub
leadership
consultant Down
Delivery
Brief instruction
Discussion with
Achieve
Manage and
Set up good
team
on the result or
superior staff on
outstanding
work
report plan and
drawings that
the
completed work
delegation
monitor to keep
needs to be
requirements
on time
suitable to
track on staff’s
done
and result of
according to
the project
schedule
the staff’s
development
abilities
Admin
Clear directions
Keep on track
Maintain a well
Manage with
Persistently
Support
and
with the project
relationship
admin staff
update staff
documentation
and remind the
with the admin
in
with the
of all the project
staff to stay on
staff to facilitate
documentati
progress of the
documents
track with the
in dealings
documentation
regarding the
on process
project
principles
documentation
Table 17: Resource Establishment ARBE6201 Architectural Management & ARBE6202 Architectural Practice
59
4.1.3 Performance Management
Design team
Task
Pressure
Support
Proposal, concept,
Proposal deadline
Contribute some ideas;
development Draught person
sketch some plans
Working drawing,
Working Drawing
Provide adequate
detailed drawing
deadline
information of the design needs
3D Maker
Provide 3-Dimensional
Details of drawings
Detailed drawing
drawings
according to the
information
projections of client Administration staff
Frequent phone calls to
Exact times and
Provide clear
other member in the
deadline to be meet
information on making
project to authenticate
calls and set up a brief
schedule meetings
schedule on when to make calls and be aware of the appropriate names.
Table 18: Performance Management
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
60
4.2 Procurement System
The rationale behind procurement system plan is to classify the procurement necessities for the task of the project and how it can be managed from emerging procurement documentation through contract closure(Piscopo,2012).Bellow are the list of procurement management;
•
Contract approval procedure
•
Setting up contract deliverables and aims
•
Justification statement and timelines
•
The right type of contract to follow
•
Vendor management
It should be classify enough to obviously categorize the important stages and take charge in procurement from the start to the completion of a project. The project manager have to make sure that the plan facilitates the successful completion of the project and not to be an overwhelm task in itself to manage. The only way that this system to be at a successful stage is to get the project manager to work with the project team, contracts/purchasing department, and any other important team that plays an important part in this procurement system.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
61
4.2.1 Procurement Definition The reasons behind the definition is describe as to portray, specifically the terms and what terms needs to obtain and under what conditions. It can be made by an organization committee that handles the project until the end so that the system is carefully carried out along with the other system of the project. Furthermore, the deadlines of the procurement are generally involve by the project schedule and are needed at a certain times to make sure that the project and budget are following the schedule given.
Project Objectives •Provide connections between the surroundings and environment. •Be a part of the plan of management King Edward Headland Re serve. •Expand knowledge in the culture in arts performing widely •Benefit visitors to enjoy the public facilities at King Edward park
Clients The Arts New South Wales and Australia Council of Arts both advices industry on issues relating on arts and supports arts to be vibrant, dynamic as well as creative places that priorities artists and cultural heritage that enriches communities. Their goals are to increase participation in arts and cultural activities for all people across NSW with strong and innovative industries continue to grow.
Stakeholders issues and potential impact The main goal amongst stakeholders is to offer sufficient learning environment equipped with suitable technological facilities for the benefits of visitor who come to Newcastle.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
62
Scope There are few elements that might affect the project planning and construction process. They are as follows; •
Excavation of land
•
New construction work for the theatre and the facilities
•
Connectivity between private and public territory
•
Detailed proposal staging and progression of work
Budget •
Construction funds are mainly play a part by Australian Government NSW. Parts of the funding also comes from the Primary client Arts NSW and Australia Council of Arts. A well thought out guideline need to be established to categorize funds available for the project to avoid overspending.
Constraints •
Transportation and constriction is inadequate due to the Ordnance Street provide limited access and egress to the site.
•
Planning to consider public space and consume less disturbance to the King Edward Park users
Environmental Issues •
Due to the location located at the edge of a cliff the soil condition might not be suitable then the soil has to be treated before excavation or construction to commence.
•
In addition, the structure load and the geology of the site need to be study first before construction.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
63
4.2.2 Project Procurement Strategy 4.2.2.1 Delivery system assessment No.
Question
Answer
Answer & Score
& Score A1
Is the work of such a nature that a significant
No
0
Reason why you have answered yes or no
Yes
5
Yes. The site is located on a green
proportion of the scope can only be
site where the existing building have
determined as the work precedes e.g.
been demolished
refurbishment work? A2
Is it likely that the project brief will change
No
0
Yes
3
after contract award?
No. The brief is prepared with detail and with approval before the contract award.
A3
Is there a reasonable prospect the project
No
0
Yes
4
may be curtailed after contract award?
No. The project may not meet the objectives
A4
Do you anticipate any cash flow restrictions?
No
0
Yes
3
No, since the brief and budget have been fixed before commencement
A5
Will you know the extent of the cash flow
No
3
Yes
0
No, since no expectation of cash
restriction before contract award? A6
Is there a reason why project costs should not
flow constraint No
0
Yes
1
be fixed before contract award?
No. The project depends on approved government grant as well as funding from the public. Therefore, the project need to be fixed according to available budget
A7
Are you prepared to change the scope to
No
0
Yes
1
remain within the project budget?
The extent might alter if there are any reasons where budget does not allow it
A8
A9
Do you want to take the risk (and possible
No
0
Yes
1
advantages) of changes in market conditions
market conditions since it involves
after the construction commences?
continual social issue
Is there a need to achieve very early
No
0
Yes
4
commencement of construction? A10
Can the early commencement of construction
Is there a need to fast track to achieve early
To make sure the building progress is according to the schedule
No
2
Yes
0
be handled by a small associated contract? A11
The project is hardly affected by the
It is possible since the project is small and manageable
No
0
Yes
project completion?
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
12
No. The project will go according to the schedule
64
A12
Is there a need to retain complete control
No
0
Yes
12
over detailed design?
Control over detailed design is vital to make sure the quality and the aim of each facilities in the project is accomplish on an intimate level
A13
Will staging be required due to a likelihood of
No
0
Yes
4
significant potential coordination problems
Yes. The staging will be done accordingly to the current situation.
due to external influences such as other agencies, site occupants, principle supplied materials etc.? A14
Will staging be required due to limited site
No
0
Yes
4
Staging is not required since the project is located on a green site
No
0
Yes
2
No staging is required
No
0
Yes
2
Yes. The current technology will
availability during construction? A15
If staging is required can it be handled by separable portions?
A16
Will you need to react during construction to the latest technological advancement?
Total
A score of 12 or above will indicate multiple
make the building better
5
24
contract system
Table 19: Delivery system assessment
Based on the delivery assessment table, it indicates that the delivery system for this project is a ‘multiple contract’.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
65
4.2.2.2 Contract system assessment No.
Question
Answer
Reason why you have answered yes or no
B1
Is sufficient time available to finish design and
No
Yes
documentation before construction needs to
Yes. The time given is suitable and sufficient
commence to achieve required completion date? B2
Is the work such that the concept and detailed design
No
Yes
can safely be made by the contractors responsibility?
The project engage the complexity of spatial characteristic and the physiology aspect, therefore the concept and detail design follows by the architect
B3
Is the work such that the detailed design can safely
No
Yes
be made the contractors responsibility?
The project engage the complexity of spatial characteristic and the physiology aspect, therefore the concept and detail design follows by the consultant
B4
Do you wish to trade off some control over concept
No
Yes
As mention earlier, the project engage
and detailed design to maximise the potential for
the complexity of spatial characteristic
contractors’ innovation and build ability input into
and the physiology aspect, therefore the
the final product?
concept and detail design follows by the consultant
B5
Do you wish to trade off some control over detailed
No
Yes
As mention earlier, the project engage
design to maximise the potential for contractors
the complexity of spatial characteristic
innovation and build ability input into the final
and the physiology aspect, therefore the
product?
concept and detail design follows by the consultant
B6
Is there a specific advantage in having the consultant
No
Yes
who provided the concept design provide the
Yes. The consultant knows more detailed than other people in the team.
detailed design for the contractor after contract award?
B7
Will the business nature of the facility remain
No
Yes
unchanged during the maintenance period, say 10
Yes. The building will retain its original functions.
years?
B8
Do you wish to trade off some control over
No
maintenance to maximise the potential for
Yes Not relevant since the consultant will not be involved in maintaining the building
contractor's innovation in maintenance? Table 20: Contract system assessment
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
66
Based on the contract assessment table and flow chart, it indicates that the contract for this project is a ‘construct only’ (Traditional).
Briefing
Concept
Design
Design
Development
Documentation
Construction
Maintenance Operation
CO DN&C DD&C D&C DC&M Commercial Development / PPP
Table 21: Contract assessment
Chart 5: Contract system assessment chart
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
67
4.2.2.3 Project Team Ratio of Work Role
10%
20%
30%
40%
50%
60%
70%
80%
90%
Director Project Architect Graduate with 2 years experience Fresh Graduate Student Intern Administrative staff
Table 22: Project ratio
Management Design Delivery
Resource
Rate per hour (AUD Dollar)
Rate per day(AUD Dollar)
Director
$250
$2000
Project Architect
$180
$1440
Senior Architect
$150
$1200
Recent Graduate
$100
$800
Student
$80
$640
Admin staff
$60
$480
Table 23: Architect’s fee
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
68
100%
4.3 Project Cash Flow 4.3.1 Construction cost schedule The analysis on the economy will tender an estimation cost of the construction and consultants services fees. It is an estimation of the current range of fees and cost which does not completely imply the correct amount. The schedule below shows the construction and development cost for this project. The cost estimates will give a rough estimation for the client to provide throughout the project until completion. Stage 1(Site preparation) Excavation cut and fill
10(cum)
1151 (cum) Total
Landscaping Clear site of vegetation
1000
200 Total Total Stage 1
Stage 2 (Building Construction) Building type Accommodation
30,000 30,000 200,000 200,000 230,000
$ per sqm ( Sydney)
Total sqm
Total cost $
1575
500
787,500
- Walkway (concrete)
120
200
24,000
-Admin office
1970
40
-House ( 6 single unit, individual house, tiled roof, medium standard finish, full brick)
Total Underground Indoor Cinema/Theatre/Convention Single, suburban-seating capacity 300/500, 6900 including air conditioning, ancillary facilities, seats, projectors, stage.etc
1185
8,176,500
Total Outdoor Theatre Seating capacity 1000/1500, including ancillary facilities, basic stage equipment, seats. etc
13450
78,800 890,300
739
8,176,500 9,939,550
Total
9,939,550
CafĂŠ and library Library, suburban-single storey, good standard finishes, air conditioning.
2110
150
316,500
CafĂŠ
1535
174
267,090
toilet
2215
20
44,300 Total
School Arts teaching-2 storey, tutorial and lecture rooms, standard finishes, built-in fittings.
2760
585 Total Total Stage 2 Total construction cost stage 1&2
627,890 1,614,600 1,614,600 12,303,215 21,478,840
Table 24: Stages cost schedule
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
69
Table 24 shows stage 1 and stage 2 construction stage; Stage 1-Clear site and excavation Total cost = $230,000 Consultancy fee =$5.7% x $230,000 =$ 13,110 Fee is divided into 3 parts; Concept Design/ Development Application 30% x $ 13,110 =$3,933 Documentation 40% x $ 13,110 =$5,244 Contract Administration 30% x $ 13,110 =$3,933
Stage 2-Building Construction The graph indicates a 5.8% of $21,478,840 will be the consultant fee. Therefore, 5.8% x $21,478,840= $1,245,772.72 will be the total consultant’s fee. Fee is divided into 4 parts; Concept Design/ Development Application Drawings 30% x $1,245,772.72 = $373,731.82 Documentation 40% x $1,245,772.72= $498,309.10 Contract Administration 30% x $1,245,772.72= $373,731.82 Development cost $21,478,840 + $1,245,772.72 = $22,724,612.72
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
70
4.4 Cash flow data Determine construction and consultant timelines.
Average Project Total construction cost = $21,478,840 DA/ Documentation =48 weeks Construction Table 25: Documentation and Construction period
=60 weeks
Period %
% of Cost per period
Cost per period
No. of weeks Cost per week for each per period period
10
5
1,073,942.00
6
178,990.33
20
10
1,073,942.00
6
178,990.33
30
16
1,288,730.40
6
214,788.40
40
27
2,362,672.40
6
393,778.73
50
40
2,792,249.20
6
465,374.86
60
53
2,792,249.20
6
465,374.86
70
68
3,221,826.00
6
536,971.00
80
82
3,007,037.60
6
501,172.93
90
90
1,718,307.20
6
286,384.53
100
100
2,147,884.00
6
357,980.66
Construction cost
$21,478,840
Construction weeks
60
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
Table 24: Stages cost schedule Table 26: Cost per/period
71
Cash flow distribution st
M1= 1 4 weeks= $ 178,990.33 + $ 178,990.33 + $ 178,990.33 + $ 178,990.33 = $ 715, 961.32 nd
M2= 2 4 weeks= $ 178,990.33 + $ 178,990.33 + $ 178,990.33 + $ 178,990.33 = $ 715, 961.32 rd
M3= 3 4 weeks= $ 178,990.33 + $ 178,990.33 + $ 178,990.33 + $ 178,990.33 = $ 715, 961.32 th
M4= 4 4 weeks= $ 214,788.40 + $ 214,788.40 + $ 214,788.40 + $ 214,788.40 =$ 859,153.60 th
M5= 5 4 weeks= $ 214,788.40 + $ 214,788.40 + $ 393,778.73 + $ 393,778.73 =$ 1,217,134.26 th
M6= 6 4 weeks=$ 393,778.73 + $ 393,778.73 + 393,778.73 + $ 393,778.73 = $ 1,575,114.92 th
M7= 7 4 weeks= $ 465,374.86 + $ 465,374.86 + $ 465,374.86 + $ 465,374.86 = $ 1,861,499.44 th
M8 = 8 4 weeks = $ 465,374.86 + $ 465,374.86 + $ 465,374.86 + $ 465,374.86 = $ 1,861,499.44 th
M9= 9 4 weeks= $ 465,374.86 + $ 465,374.86 + $ 465,374.86 + $ 465,374.86 = $ 1,861,499.44 th
M10= 10 4 weeks= $ 536,971.00 + $ 536,971.00 + $ 536,971.00 + $ 536,971.00 = $ 2,147,884.00 th
M11=11 4 weeks= $ 536,971.00 + $ 536,971.00 + $ 501,172.93 + $ 501,172.93 = $ 2,076,287.86 th
M12= 12 4 weeks= $ 501,172.93 + $ 501,172.93 + $ 501,172.93 + $ 501,172.93 = $ 2,004,691.72 th
M13= 13 4 weeks= $ 286,384.53 + $ 286,384.53 + $ 286,384.53 + $ 286,384.53 = $ 1,145,538.12 th
M14= 14 4 weeks= $ 286,384.53 + $ 286,384.53 + $ 357,980.66 + $ 357,980.66 = $ 1,288,730.38 th
M15= 15 4 weeks= $ 357,980.66 + $357,980.66 + $ 357,980.66 + $357,980.66 = $ 1,431,922.64 ARBE6201 Architectural Management & ARBE6202 Architectural Practice
72
Table 27: Consultancy Fees-Cash Flow
4.5 Consultancy Fees-Cash Flow ARBE6201 Architectural Management & ARBE6202 Architectural Practice
73
Table 28: Project Timeline-Cash Flow ARBE6201 Architectural Management & ARBE6202 Architectural Practice
74
4.6 Risk Management Several categories been identified where the potential risk and issues of the project:
Categories
Risk
Potential issues
Likely hood
Impact
Rating Mitigation / Management
Be delicate in planning before taking charge of the excavating the site.
Delay in the Unexpected
construction. Hence,
excavation
cost exceeds budget
difficulties or
Failure of operation of
failure
the excavation.
Construction on a sensitive sloping Technical,
ground
Likely
Major
High
Chances of surface landslide or soil runoff throughout the
Effective and efficient strategy and planning before excavating the site .Hire a geologist expert in soil investigation for the underground structure of the site. Hire an expert soil
Likely
Major
High
geologist to guide the procedures
construction and after
quality or performance
Do a site survey and take
risks
notes on significant Construction on a Loss of existing
Almost
green site
certain
vegetation/plants
vegetation and Moderate
High
recommendation report on ways that could retain, replacing or removing the vegetation/plants
Lack of expertise and consultant in the field of design of concrete cast in-situ
Possibility of unfinished
Hire builders that
and uneven concrete slabs and retaining the concrete structure.ie:
specialize in concrete Likely
Major
High
cracks, uneven surface and finishes.
construction and to establish legal agreement on the builder’s liability
Table 29: Technical, quality or performance risks
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
75
Categories
Risk
Project cost not supported fully
Potential issues
Likely hood
Impact
Rating
Public disappointments
Mitigation / Management Project with staged
Client disappointments
Almost
Political differences
certain
Minor
Moderate
Negative media exposure
priorities Manage stakeholder expectations Provide pre-tender
Client/ user/ organisation risks
Cannot pay contractors and Surpass fixed consultants budget
Lawsuit/legal actions
estimation on all Likely
Major
High
work Identify parts of the design that can be
Unfinished works
altered or removed Project delays Indecisive
Costs exceed budget
clients
Disappointments of all
Implementation of Likely
Moderate Moderate
parties
Categories
Risk
sign off process Prepare emergency budget
Potential issues
Significant rain Project delays will cause Cost exceeds budget External risks project delays
Accident at the site at the site Project on hold project such as
Likely hood
Impact
Rating
Mitigation / Management
Unlikely Moderate Low
Establish work contingency plans to continue other work during excessive rainfall
Unlikely Moderate Low
Implement safety work at the site project
Table 30: Own team/ organisation risk
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
76
5. Project Closure 5.1 Project Evaluation Post Occupancy Evaluation (POEs) is describe as the procedure of assessing in the most efficient way regarding buildings from the perspective of users of the building. The evaluation accesses the performance of the Art House Theatre, understanding how well the theatre counter to the primary objective which is that Newcastle Revitalization management plan and to its occupants’ activities so that they can be changed to meet the requirements. This procedure should involve membership from representatives of the stakeholders, client and user group in order to achieve precise data as well as increasing their strength in the sense of ownership towards the project. Project Occupancy Evaluation can be interpreted to 3 parts, there are as follows;
•
Process evaluation In this part, the evaluation should occurs between 3-6 months upon passing over project and assess the project delivery process and how assessment were made.
•
Functional performance evaluation Usually at this part, it generally occurs between 12-24 months upon passing over the project. This process evaluates whether the finished building meets its goals and aspiration of providing for the end users.
•
Technical performance evaluation This part should occurs the same as the functional performance evaluation of 12-24 months upon passing over the project. This process assess the physical and functional process of the performances of the building. Once finish, the product may also become a potential marketing scheme for both the firm and the project.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
77
Categories Brief
Design
Construction
Evaluation Factors
Find out the limitations and requirements of building design on "cliff" and "environment" Research on the latest "cliff" and "environment" construction Taken in consideration on the architectural issues of the development brief Understanding the relationship between the site and the surrounding. Understanding; the structural system of the building materials used spatial planning and requirements of the building Budget of the project
Construction stage Estimation of the construction phase Financial arrangement for variety phases.
Targeted Group Clients; The Arts New South Wales Australia Council of Arts Stakeholders; Newcastle City Council, NSW Government User group
Collection Methods
Clients; The Arts New South Wales Australia Council of Arts Stakeholders; Newcastle City Council, NSW Government User group Architect Engineer Architect Engineer Contractor
Group meeting Interviews
Key Questions
Questionnaires Interviews
Group meeting
Are the desires for the end users meets the brief? What are the requirements for the brief? Are those latest architectural issues being classified in the brief of the design project?
How are the spatial and functional requirements of the end users? How does the result of the building affect the design of the building? Does the design of the project meets the requirements?
How many phases needed for this project construction to complete? How much funds needed to be addressed for each of the construction phase? Does the financial arrangement of the project enough for the delivering of the project?
Table 31: Process Evaluation
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
78
Categories Amenities
Evaluation Factors
Services Facilities Capacity of the building
Targeted Group End Users
Collection Methods Questionnaires Observation Survey
Key Questions
Aesthetics and Image
Characteristics of the building within the site context Facade of the building
End Users
Observation Survey
Comfort
Acoustic and noise control Control and Management Lighting and Ventilation Temperature
End Users
Questionnaires Measurement and physical observing
Space
Circulation within the building Relationship between building spaces to context
End Users
Observation Survey
Does the facilities provided sufficient and suitable for the user's needs? Does the building completely equipped to suit the facilities provided? Does the building and facilities meets the public's need? What is the first impression towards the building? Does the building sits well with the landscapes? Does the building create an icon to the Kind Edward Park? Is there enough natural and artificial lighting provided for daily use? Does the building temperature kept at a comfortable level? Does the organization of the space cause unwanted noise within certain part of the building? Does the acoustics of the building provide enough with low disturbance from other space? Does the circulation of the building affects the daily routine of the users? How does the relationship between the spaces of the building bring convenience to the users?
Table 32: Functional Performance Evaluation
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
79
Categories
Evaluation Factors
Targeted Group
Collection Methods
Environmental Systems
Sustainability factors Environmental Factors Water and Energy Consumption
End Users Engineers
Questionnaires Observation
Adaptability
Alterations made towards space to change certain function to the building Modification of the equipment according to the technology advancement
End Users Architect Consultant
Observation Survey Questionnaires
Routine extensive maintenance Endorsement and support for unexpected technical issues Robustness
Architect Consultant Engineers
Durability
Focus Group Observation Survey
Key Questions
Does the building need high quality of water usage? What are the sustainable qualities of the buildings? Does the spaces provided arranged in a suitable way within the activities of the building? Does the equipment and facilities used in the Art House Theatre up to date? What are the safety requirements need to be taken in during emergencies? How long does it take for the recovery of the facilities from technical issues? How frequent does maintenance and service do their task?
Table 33: Technical Performance Evaluation
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
80
Summarize of POE Tables above Table 31: Process Evaluation This table illustrates the whole key point questions which are likely to be questioned to understand more on the progress of the project of The Art House Theatre. Other than that, the project must meet with the design brief in order to symbolize the characteristic of the Newcastle city. The key question then will get feedback from clients to in order to be aware of their satisfactory level regarding to fulfill the design with the design brief. Subsequently this process will assess on how affective of the design space within the building? How much budget needed? so on and so forth. This key questions will then gain feedback on the arrangement of the project in order to understand the distribution of budget for different phases. Table 31: Functional Performance Evaluation This table evaluates the building’s performance according to the user’s satisfaction. This evaluation includes;- amenities, aesthetic and image, comfort level and space. However, the design and aesthetic of the building will give a general idea on how the perspective view on the public side and from another perspective view to determine if the successful of the building. In addition, the comfort level and space are the most vital issue that needs to be address in a building project in order to determine if the building is providing its purpose to the end user. The reviews and feedback can be kept as a reference when constructing buildings of the same nature in the future. Table 32: Technical Performance Evaluation This table provides the evaluation of the building’s performance according to the user’s fulfillment. This includes;-environmental system, adaptability and durability. The information gathered from the space helps to understand the quality usage of the building that it can be improve for a better experience to the user and be an environmental friendly building. Feedbacks are important to access the building’s ability to arrange the most suitable function for spaces and maintain at its best state.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
81
5.2 Business Planning and Marketing 5.2.1 Goals of the Firm Presume the firm for the Art House Theatre is undertake by SAL Architectural Design PTE.LTD. The firm specialize in Art and Architecture. Explores in ways of how art could be integrated with architecture. Their aims is to provide wide knowledge in arts performing to the clients with quality design and to exceed expectation whenever possible. On the other hand, this firm has experience in other arts type related mostly in galleries, entertainment buildings, interior as well as commercial buildings. This firm is a young and vibrant firm in Newcastle with the office strength of 15 people. The team is highly trained to be innovative and discipline to maintain the firm’s reputation.
5.2.2 Target Client SAL firm are targeting medium size companies and government agencies both within Australia and internationally. Specialist in spatial planning, conservation works, small scale projects and self projects. However, this firm relies on previous clients which acknowledge the firm’s quality of work and principals.
5.2.3 Firm Profile SAL firm provide satisfaction to the clients who wish a well quality design for small project, interior, conservation as well as commercial. The services includes;-project brief, site analysis, concept design, schematic design, develop design, tender documentation, building procurement, contract documentation and contract administration. The firm are committed in constructing an outstanding design that respond to the nature of the environment as well as to the client’s needs.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
82
5.2.4 Values and Beliefs SAL firm believes that architecture should response to the needs of the society today as well as in the future. The firm take past history and are aware of the importance of the when designing for the future. A unique design of the building will mark the firm’s image to the public eye. Whilst creating an iconic building and durable building will ensure that the image is kept at a sustained and therefore the client will appreciate and return to the firm. Other than that it also benefit of attracting similar client group. Keeping a close relationship with the builder and the client to make sure a smooth and well process and forms a great network of people.
5.2.5 Advertising & Promotional Strategies Internet network plays an important part as a media advertising and promoting the services to a broad market. Providing a network by having a website promoting the firm’s vision, services provided directors and senior staff experience, project practice and contact details in a necessary way will make a client interested in selecting this firm. However the website will be updated periodically to make sure that the public viewer and client trustworthiness to the practice. Moreover, by entering architectural competition held nationally and internationally, writing journals and publications, expertise towards academic and community contribution as a guest lecturer to universities can be considered as making reputation and marketing strategy. Also having a good network and keep liaisons with allies, government bodies and professional with the industry such as City Council, other practices with similar expertise and professional bodies will create a good network as a marketing strategy. Even though this is a small industry, reviews and feedback from satisfied clients and a good design that speaks for its self and for that it can maintain a quality and professional services as part of the firm’s office marketing strategy.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
83
5.2.6 Marketing Target The firm is targeting many individual parties and organization which hopes to market toward for growth and future success. Different individuals will need variety of marketing strategies to be aimed at. Below are some parties which the firms aims to market at.
Industry •
Engage in Culture and Heritage building
•
Involve in Landscaping design
•
Leisure Complex
Organization •
The Arts NSW
•
Arts Council Australia
•
Newcastle City Council
•
Large Corporation and Business
Department •
Mechanical and Electrical
•
Event Planning
•
Marketing
•
Maintenance
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
84
Individual •
Users
•
CEO
•
Managing Directors
Public •
Powerful and influential members such as landholder
•
Public satisfaction and the users of the buildings determine the success. As a result, the higher the number of public will establish the revenue, with that revenue and happy client will conversely given return business to the firm.
5.2.7 Twelve Month Plan There are several methods in reaching target markets and promoting growth and positive attitudes toward the firm. It is vital to make the firm in the right position that will reach various parties.
Industry •
Conferences
•
Graduate opportunities
Organization •
Events and exhibition
•
Keeping good relationships and links
•
Advertise in Publication Government
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
85
Department •
Involved in government activities
•
Interest and donating to government agencies showing loyalty and enthusiasm towards their work
Individual •
Emails
•
Network contact( Phones/ meetings)
Public •
Iconic headquarters
•
Office in major cities
•
Publication of works
•
Community activities
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
86
6. Design Process 6.1 Concept Design
Fig 27: Concept diagram
The concept design stage is to provide the main scheme of this project is to identifying the meaning of this project and the art behind the theatre. The research from the previous page is the study on the arts practice as well as the definition on theatre “movement� of a performer. This stage is vital and difficult due to responding to what the clients would require for this project and to meet the brief of this project. The initial development is revealed into the spaces left over on the site. An assortment of cut spaces of the slope that needs to be carefully consider towards the sensitivity of the site(fig 28). Research from precedent studies really open my mind on the architecture language of how I could explore the relationship between the public and private functions on the site which lead to a zoning diagram expressing the space as a tying element between the two. The connections between these spaces shares the same relationship with each other. The stages indicates which facilities should be located, thus the spaces are located accordingly to the stages a performer or artist.
Fig 28:Ssite strategy
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
87
Fig 29: Anthropology
The focus of this project would be on the physical and spiritual events, ranging from naivetĂŠ to reflection and from naturalness to artifice. Exploring the five senses of ; sight, smell, taste, hear and touch, it would be an ionic architectural building that emphasize and connects surroundings and cultural elements that could be a landmark for new artists to boost their confident in acting, performing, dancing as well as exploring their inner self spiritually and physically (fig 29). Fig 30 is the drawing that was presented on concept. The idea of building hierarchy shown in the drawing is the at preliminary stage where the distribution of the space on section as its sits into the site and on the site.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
88
Fig 30: Concept presentation drawing ARBE6201 Architectural Management & ARBE6202 Architectural Practice
89
6.2 Schematic
Fig 31: Schematic layout sketch
From the concept stage, the ideas have been developed into schematic stage where by the preliminary design layout from concept has been clarify to spaces on the site. The flow of the facilities from accommodation to classes have been identify in the schematic stage. The site has divided into 5 facilities which includes; accommodation, indoor theatre, outdoor theatre , teaching space and cafes. The facilities are surrounded by landscape that interpret the meaning of The Art House Theatre while each of the facilities defines different elements of the five senses. Take the classes facilities for example, the rooms has variety types of spaces and quality and different light ventilation, thus creating different types of mood while rehearsing. The scheme is to maintain the relationship between the public and private by providing the facilities that both can be use. The architecture nature of this schematic is the building which sits into the slope and with respectively towards the site.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
90
Fig 32: Schematic Site Plan
Fig 33: 3rd lower plan
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
91
Fig 34: Indoor Theatre plans
Fig 35: Entrance to Indoor Theatre
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
92
6.3 Access, Egress and NCCA Compliance This section covers the key issue of NCC compliance and together with the access and egress within the project of Art Theatre House. It will provide preliminary design solution for the issues relating access, egress and NCC compliances.
Section A: General Provision Classification-The NCC Building Classification of a building components of The Art Theatre House is determined by the purpose for which it is designed, constructed or adapted to be used. The table below describe the building function with NCC building classification together with following indication on the following page.
Table 34: NCCA-Classifications
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
93
Fig 35: NCCA-Classifications plan
Section D: Access and Egress The aim of this section is to: Provide, as far is reasonable, people with safe, dignified and equitable access to: i) A building: and II) The services and facilities within a building: and b) Safeguard occupants from illness or injury while evacuating in an emergency.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
94
Table 36: NCCA- Access and Egress
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
95
Fig 37: NCCA- Ground Floor Plan Egress
Fig 38: NCCA- 2nd Lower Floor Plan Egress
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
96
Fig 39: NCCA- Ground Plan fire isolated staircase and ramp
Fig 40: NCCA- 2nd Lower Plan fire isolated staircase and ramp
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
97
Fig 41: NCCA- Ground Floor Plan Access
Fig 42: NCCA- 1st Lower Floor Plan Access
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
98
Other key NCC Compliances
Table 37: Other Key Compliances
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
99
Fig 43: Other Key Compliances-Indoor Theatre
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
100
6.4 Developed
Fig 44: Developed sketch
From the schematic stage, the scheme of the design has been simplify to more symmetrical layout on and with that the changes of the brief making the facilities to just a performing theatre and the studios to be more to public in the expose are since the site is public territory to engage the relationship between the audience and the performer whist maintaining the underground feeling of space. The performance theatre is buried into the site and out of the site to allure a greater darkness that will generate the sensation of presence. The theatre becomes a buried artifact beneath the land as a form of preserved space, while the natural appearance of the public and landscape is not inflicted. The sketches explains the process on how the levels and height of the space should be with the new sketch layout of the plan.
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
101
Fig 45: Developed plans, elevation
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
102
Fig 46: Theatre Perspective
Fig 47: Developed Model
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
103
Fig 48: Working Drawing-Plan
6.5 Working Drawing ARBE6201 Architectural Management & ARBE6202 Architectural Practice
104
Fig 49: Working Drawing-Section ARBE6201 Architectural Management & ARBE6202 Architectural Practice
105
Fig 50: Working Drawing-Detail ARBE6201 Architectural Management & ARBE6202 Architectural Practice
106
Fig 51: Working Drawing-3D Detail ARBE6201 Architectural Management & ARBE6202 Architectural Practice
107
6.6 Final
Fig 52: Site Plan
A
B
Fig 53: Lower Ground Plan
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
108
Fig 54: Section A
Fig 55: Section B
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
109
Fig 56: Outdoor Courtyard
Fig 56: Outdoor Courtyard
Fig 57: Entrance to Courtyard
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
110
Fig 58: Outdoor Performing View
Fig 59: Lounge View
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
111
Fig 60: Walkway View
Fig 61: Rehearsal Studio View
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
112
Fig 62: Theatre View
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
113
Fig 63: Final Model
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
114
References Nathan, L. (2008). Why the Arts make sense in Education. Phi Delta Kappan, 90(3), 177–81 Australia Council for the Arts (reports and statistics), viewed 10 March 2013, Source: http://www.australiacouncil.gov.au/ The Theatre: A concise History (Revised Edition), Phyllis Hartnoll Theatre Space,(1977), International Federation for Theatre Research, Heinrich Huesmann Arts New South Wales, viewed 10 March 2013 Source: http://www.arts.nsw.gov.au Ramsey Awad, (2013), Project Planning Client Management, University of NewcastleBlackboard, Lecture notes, viewed on 1 May 2013 Ramsey Awad, (2013), Architectural Management Economic Analysis, University of Newcastle-Blackboard, Lecture notes, viewed on 3 May 2013 Ramsey Awad, (2013), Project Programming part B, University of Newcastle-Blackboard, Lecture notes, viewed on 4 May 2013 Ramsey Award, (2013), Project Implementation, University of Newcastle-Blackboard, Lecture notes, viewed on 18 September 2013 S Landrigan,(2013), User Group Management, University of Newcastle-Blackboard, Lecture notes, viewed on 4 May 2013 Rawlinsons, (2013), Australian Construction Handbook 2013, Perth, Western Australia: Rawlinsons Publishing Newcastle Heritage Study, (1990) Integrated Site Design Pty Ltd, (2007), Plan of Management for the King Edward Headland Reserve, Newcastle, Newcastle Regional Library University of Newcastle-Coal River Working Party, (2012), Newcastle Recreation Reserve, Newcastle Regional Library
ARBE6201 Architectural Management & ARBE6202 Architectural Practice
115