Portfolio Project Title Health Organisation Date etc Statement Portfolio
a leading global design practice
We are positioned across Australia and into Asia.
1
2
Our capability is an attitude more than a set of skills. Our attitude is one of collaboration‌ always challenging and asking our clients the right questions. We are design focused, yet people centric. 3
WOODHEAD COMPANY PROFILE 1 2 Victoria Avenue, Perth, WA 2 Southern Cross University, Building A, Gold Coast Campus, QLD 3 Community CPS, Adelaide, SA
Company Profile Architecture and design is a process, a journey of discovery with our clients. The constraints of space and time and commercial imperatives are a given, the difference at Woodhead is we see them as a catalyst to spur innovation. What We Do
Design and the Market
What we do is about exploring the future; asking the right questions, observing and listening to make sense of how to plan for the potential. We revel in complexity and understand that great results a product of exhaustive rigor, research and proven processes and technologies.
We exist to design, however design excellence is an outcome of a commitment to rigor, research and innovation. Design does not exist in isolation; it requires an understanding of our clients and the markets they operate in. Research, processes and collaboration are fundamental to our success, as is our ability to deliver projects with technical accuracy and proficiency.
Our services are Architecture, Interior Design and Planning providing Property Advisory, Design and Project Delivery consultancy services.
Where We Operate Woodhead is an Australian company operating globally through a series of networked studios and partnerships; our practice draws depth from our geographic reach yet is locally infused with experience and character. We understand success will manifest itself through tangible projects that embody our values, evidenced by our client testimonials and our peer recognition.
Business Sustainability Whilst we exist to design, we only exist if we have a sustainable business platform that ensures practice and procedures are conducted within regulatory guidelines. The growth of business is predicated on achieving profit in order that we can reinvest in the organisation. A critical aspect of the structure is the management of risk and the continuous pursuit of quality. Business activity supports the Woodhead strategic business plan and goals, and contributes to a positive reputation and image by utilising high quality processes.
People and Culture How We Operate Our organisational structure is based on the interwoven activities of design, business and people. These spheres of practice coexist seamlessly to ensure the ‘Project’ sits at the centre of what we do and is the basis upon which success is measured.
Woodhead prides itself on the professional achievements of our people. We acknowledge individual contribution, and as a company we are committed to nurturing professional development through a range of activities including; study tours, corporate training, research projects, and providing an office culture based on continual improvement and learning. Woodhead supports policies and systems and processes that create equal opportunities for all and where people have the resources, assistance and support to achieve the highest personal and professional level.
3
RETAIL
1
INDUSTRIAL
TRANSPORT
HEALTH
3
HEALTH
8
EDUCATION
4
TRANSPORT
9
WOODHEAD KEY PROJECTS
2
Woodhead works across several key portfolios, including; Commercial, Education, Industrial, Health, Hospitality, Residential, Retail, Transport, and Workplace.
COMMERCIAL
6
WORKPLACE
7
5
RESIDENTIAL
HOSPITALITY
10
1
Adelaide Desalination Plant, Port Stanvac, South Australia
2
Animation City, Guangzhou, China
3
Flinders Centre for Innovation in Cancer, Adelaide, South Australia
4
Sydney International Airport Terminal 1 Redevelopment, New South Wales
5
Changi International Airport Terminal 1 Upgrade, Singapore
6
2 Victoria Avenue, Perth, Western Australia
7
Development Bank of Singapore (DBS), Singapore
8
Royal Women’s Hospital, Melbourne, Victoria
9
Southern Cross University Building A, Gold Coast, Queensland
10
Place on Brougham, North Adelaide, South Australia
11
Gowings and State Theatre - QT Hotel Conversion, Sydney, New South Wales
11
5
Life enhancing design has the greatest benefit to patient wellness. Woodhead approach each Health project with a creative, yet pragmatic methodology, combining a high level of technical competence with a thorough appreciation of the objectives of our clients.�
1
3
2
4
HEALTH PORTFOLIO STATEMENT
Health Portfolio Woodhead provides specialist services for healthcare projects, including health campus master planning, hospital and related medical facilities, design, education and health related studies.
Woodhead approach each project with a creative, yet pragmatic methodology, combining a high level of technical competence with a thorough appreciation of the objectives of our clients.
Over the years, Woodhead has gained a significant reputation in the design of quality health care buildings with an in-depth knowledge and experience of unique industry requirements. We have also proven our ability to work within tight programmes, to design efficient and cost effective buildings, and to work constructively within a team embracing client, statutory and funding authorities, professional consultants and other specific stakeholders.
We believe that an investment in life-enhancing health care design is beneficial to both clients and health care providers alike. It is not only possible, but also medically and financially wise, that the facility have a positive impact on the health and wellbeing of patients and clients, their families, the staff, and the community as a whole.
Our experience across a wide scope of health projects provides our teams with successfully implemented healthcare solutions that benefit the design process of each new project. We approach projects on the basis that the buildings are unique expressions of the specific functions that they are to accommodate and the site on which they are located.
As a specialist health facilities consultant, Woodhead has assembled an experienced team which responds to the requirements of an increasingly integrated and complex industry throughout Australia and Internationally.
Patient wellness is dependant on the availability and quality of many factors, including; available technologies, pharmaceuticals, care delivery, alternative therapies and self-care. Life enhancing design seeks to provide an environment in which these factors have the greatest benefit to patient wellness.
1
Royal Women’s Hospital, Melbourne, Victoria
2
Flinders Medical Centre New South Wing, Adelaide, South Australia
3
Flinders Centre for Innovation in Cancer, Adelaide, South Australia
4
GP Superclinic, Annerley, Queensland
7
Project Name, Flinders Medical Location, Centre New State,South Country Wing, Adelaide, South Australia
01 Hospital and Medical Facilities Woodhead Project Experience
Hospitals in the 21st Century Woodhead Thought Leadership
Today’s healthcare projects must be treated as ‘typical’ public buildings not just places of sickness and pain. The design solution should reflect landmark quality, superior functionality and future interpretation, achieved through design excellence and innovation.
Innovation is realised by challenging and testing the given parameters, and applying local, regional and international expertise to achieve best practice and evidence-based solutions. As architects, designers and planners we respond to the changing demands of our clients and stakeholders, taking onboard their perceptions of what is needed to do their work effectively. Hospitals and Healthcare projects have always been highly complex buildings. Not only do technical interventions require precisely designed spaces, but patients and their families need places that reassure them, reducing their anxiety. In recent years Woodhead has carried out considerable investigation into Health facility international benchmarks and regularly monitor global trends in designing and building hospitals. Current trends include changes in client attitudes, for example, the shift from buildings designed solely for medical models of care to facilities which now incorporate psychosocial approaches often involving family in the care programs. Through this analysis we are able to inform our clients and their hospitals projects. In particular new hospital projects must address several key issues;
WOODHEAD THOUGHT LEADERSHIP
Innovation is realised by challenging and testing the given parameters, and applying local, regional and international expertise to achieve best practice and evidence-based solutions.� The Hospital Site
The Healing Environment
What really needs to be on the hospital site?
We have researched the impact the built hospital environment has on patient condition and the healing process. It is clear that stress caused by poor physical environments adds recovery time due to a negative impact on the immune system. Increased anxiety creates poor responses and therefore poor outcomes for patients. In the past health facilities have experienced a negative unwelcoming public image. This is no longer acceptable and we must endeavour to create places which reflect the desires of the patient, their families and the public at large.
With decentralisation, web-based access and the introduction of wireless technology, the equipment, staff and patients are not required to be located on the hospital site and diagnostic and treatment facilities can be placed off-site yet electronically linked. Our clients are encouraged to examine their future model of care and clinical operations in order to determine the new boundaries for a hospital. Increases in ambulatory care and short term interventional procedures have dramatically increased the number of people who access daily a hospital site. This requires large amounts of land allocated to parking, wayfinding and people flows; more efficient uses of space on and off site will alleviate these issues.
Impact of Technology Advances The built form reflecting the technological requirements of today will not be the same as those required tomorrow, due to the rapid development and changes in technology impacting on facilities.
The Workplace Hospital facilities need to make sure the hospital staff are able to do work and carry out care tasks in spaces that are ergonomically suitable and appropriate for the job. The spaces where staff operate must consider the range of tasks and not be simply an adjunct to the care process. Consistency between work zones is essential with the recognition that skilled staff are in short supply and many agency nurses are often required to work in unfamiliar locations.
Design solutions for hospitals must be easily adaptable and less expensive to change than has been the case in the past. Our designers need to consider the extensive engineering services which make up more than half the cost of a hospital building; the solution must be accessible and changeable. Spaces which require additional expansion earlier than other zones must be able to add or adjust incrementally without modifying a whole floor.
Hospitals should be ‘normal’ public buildings not just locations of sickness and pain.
Changes in Clinical Practice
Woodhead believe that considerable investment in research, new ideas and knowledge leads to design innovation in support of our clients and the people who use these Health facilities now and well into the future.
Clinical practice continually changes as it responds to the new equipment and knowledge being constantly discovered or developed. Spaces which are used for clinical activities must be efficient and not wasteful. Remote access to digital input devices make it possible to access data from any location in a facility thereby freeing staff to be flexible and informed in their practice. In the next 10 years we will continue to see changes in clinical practice impact on the spatial needs of staff and patients. We must be able to provide spaces that can adapt and support the as yet unknown care practices.
Our designs aim to enhance the architectural quality of the physical environment in which they are set. We apply design trends borrowed from other built environments, such as Hospitality and Hotels, Retail, Food and Beverage and other public building forms, to improve the patient and stakeholder experience.
Our conceptual planning and design process provides the flexibility to explore and deliver any relevant new ideas, for example, access to services for the disadvantaged or at-risk individuals or groups, specific local environmental concerns, or configuration issues raised by in-house service providers or support staff.
11
...the team at Woodhead carried out an extremely collaborative process... and this consultation method has led to Woodhead being able to set a new design benchmark for cancer treatment areas.�
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Flinders Centre for Innovation in Cancer Adelaide, South Australia The Woodhead designed Flinders Centre for Innovation in Cancer (FCIC), incorporating the LIVESTRONG Cancer Research Centre and ACRF Cancer Prevention Unit, is a place of excellence. It is unique in its strategic focus on the scientific pursuit of novel preventative and screening detection strategies, the translation of these into community and clinical benefit, and the provision of multidisciplinary cancer care at all stages from health, through diagnosis, treatment and end-stage disease.
Client
Flinders Medical Centre Foundation
Location
Adelaide, South Australia
Completion
2012
Project value
$29m
A key feature informing the design of the centre is the capacity to integrate research across a number of basic disciplines and clinical sciences. The architectural concept focuses on several key areas; presenting an image of strong identity, an integrated research facility at the leading edge of research into the cancer treatment, and a place of healing, well-being and hope.
Project size
6,000m2
Floors
4
The atrium is the focal point of the interior space – a concentration of movement, activity and life. This space encourages informal communication and exchange between different departments – facilitating the rapid application of research findings into clinical practice. The atrium provides connectivity between the research and clinical floors. The ‘Northern Wing’ consists of research laboratories and office accommodation for clinical trials nurses and oncologists. The ‘Southern Wing’ accommodates the Cancer Clinic and the Day Treatment suites. The ground floor encompasses a multi-purpose lecture/function area with patient education facilities.
13
PORTFOLIO PROJECT EXPERIENCE
The ‘Northern Wing’ consists of research laboratories and office accommodation for clinical trials nurses and oncologists. The ‘Southern Wing’ accommodates the Cancer Clinic and the Day Treatment suites.”
A new helipad is located on the roof of the building, providing direct access to the existing Flinders Medical Centre Accident and Emergency Department for retrieval teams. The functional layout of the building highlights the strategic intent of an integrated cancer centre whilst the design of the atrium with the thoughtful application of materials and natural light creates a warm and inviting space that promotes a sense of healing, well being and hope. Client Testimony “This centre is the first integrated cancer treatment and research facility in South Australia and the Woodhead team carried out extensive research both nationally and internationally to achieve the best outcome. Throughout the project, the team at Woodhead carried out a very collaborative process and consulted with many different user groups including nursing and clinical staff as well as cancer groups to provide a balance of what was required for all involved. We believe that this consultation process has led to Woodhead being able to set a new design benchmark for cancer treatment areas, particularly within the new infusion suite which has become an uplifting, inspired space that provides both privacy and warmth for the patients whilst receiving their treatment. Woodhead have managed to exceed our brief and expectations by creating an iconic building that has given an identity to cancer and provided hope to the community.” Deborah Heithersay CEO, Flinders Medical Centre Foundation, May 2012
15
Designing to connect research and treatment Flinders Centre for Innovation in Cancer Care, Adelaide, South Australia This article was first published in Architecture & Design, October 2012, written by Paula Nagel and Richard Evans for Woodhead. Images: Steve Rendoulis Photography
Head 20 minutes due south of Adelaide CBD towards the beaches and you’ll pass a large hospital and university on the left. The first thing the driver will notice though is a stand out, other age building, all glass and timbers, fronting out to the main road and the sea.
The real stand out though lies inside, in the make up of the Flinders Centre for Innovation in Cancer, and the fostering of something new in the fight against a scourge of this century and others. And like a lot of innovations, it begins with a group of colleagues and a cup of coffee... Like many good ideas, it was a long time in the making. Ten years to be exact, from vision to completion, but the brief to come up with an iconic building to house, and showcase, Australia’s first integrated cancer care and research facility, is more than worth the wait.
The Northern Facade Stunning at a glance, four storeys tall with a curved glass and copper coloured aluminium facade, it’s in the use of space at the Flinders Centre for Innovation in Cancer (FCIC) in suburban Adelaide, that the possibilities really kick in.
WOODHEAD THOUGHT LEADERSHIP
Informality is everywhere, public places light and uncluttered, but the real intrigue is upstairs, where a coterie of researchers, academics and more will sit down daily across a coffee table and, quite literally, set about finding a cure for cancer. Which is something of a stereotyping conundrum... researchers, though historically left alone in their daily endeavours, are largely outgoing types and keen to talk about their work, says FCIC Professor Ross McKinnon.
Nor was the initial design. “It was all was about making a lot out of very little,” says Angelo. “The site was fraught with problems, backing onto an ambulance ramp didn’t aid the new plans, a car park needed shifting and the hospital helipad needed rehousing.”
And thus, the change afoot at Flinders.
Head inside today and the integration is an experience in itself, the sole staircase, wide and timber, snaking up and around the four floors, a navigation aid and tour of almost everything the centre has to offer.
“My favourite parts of the new building are the open plan areas on levels three and four,” says the professor. “There’s a break out area at the end. Where there’s an informal space people can head to, they will do. It’s where the best ideas come from.”
There’s a giant glass meeting room slap bang in the centre of the upper floors and, downstairs, a T-bar franchise with all profits given over to the FCIC. A lecture hall next door doubles as a yoga suite. Wellness facilities are on the menu too.
Openness is all here and the FCIC has been put together with the idea of everyone mixing in.
Colours count – the timber seeps a healing effect, white walls neutral but calming, subtle graphic design everywhere, amalgams of spots dotted around representing cancer cells and the fight all are united against.
“We’re taking integration to another level. Medical staff now see the people they are treating around the building in general, there’s a continual public interface,” says Ross McKinnon. The plan is simple. Through its iconic design the FCIC hopes to become a byword for first rate grants and first rate staff. It’s all about cancer prevention, early intervention and survivorship here - around half of all cancers can be dealt with if they’re found early enough says the FCIC. And having a wondrous, state of the art facility will do no harm in attracting the money to feed the ideal. A PR, marketing and fund raising hit, all in one. “We want to find new techniques to detect cancer earlier, whether improving uptake in bowel screening or behavioral aspects to cancer, looking at what drives people’s choices and habits,” says Professor McKinnon. In which vein he’d be happy to let his researchers chat ad infinitum, caffeine fuelled and enthused by the context and company. But should the mocha or cappuccino run dry, the exit is not to the dingy, rear of the hospital, and mind, billets of old. Transparency and visibility rule – back to the desk post coffee means a workbench within a vast open plan laboratory, all light and white, or a seat in an adjoining open work area where PhD students can hot desk and hi-five with senior medical staff should the mood take them. “A lot of the oncologists weren’t visible before,” says Ross McKinnon. “The new work area breaks down all the hierarchical barriers, you don’t have to make an appointment as you’re often seeing them every day. You don’t see a lot of open planning, this takes it to another level.” Don’t be fooled by the apparent casualness of it all, is the subtext. Detail is everywhere and much sharpened over time. It all kicked off pre millennium when national architects Woodhead were working on complementary projects at the Flinders Medical Centre just metres away. Ideas were thrown around and shared with the university and hospital foundation. Current Woodhead CEO, Angelo Di Marco, was on board from the start and while the idea and intent was there for the FCIC, the money wasn’t.
The Infusion Suite – cancer’s nemesis and the battleground of bravery and anguish for 1,200 unique patients each month – is a layer of complexity masked by simplicity. Individual bays can be reshaped for need or simply for change’s sake – it can be a long six or seven hours here at a stretch and the same again a day or two later. There’s a touch of the sci-fi even here and, 2001: A Space Odyssey, in its look and feel – a nice synchronicity too, 2001 was the year the then projected $10M project really got going. Today it stands finished, just shy of 6,000 square metres and at a cost of $29M all told. Official and indigenous welcome ceremonies marked its opening in April 2012 – a decorative, two metre high Indigenous shield, built by local artist Karl Telfer stands in front of the atrium – but the work is just now really fitting its mould and shaping up. Moving the helipad from atop the car park across the road for example was a master stroke of pragmatism – the previous journey from landing to theatre previously involved a complex and long winded shuttle across much of the hospital. Now, it’s land on the FCIC roof, down one level in a lift, along a corridor and you’re where you need to be. It’s not only efficient but almost un-noticed too, sound and vibration stabilisers unsettling neither patient nor research. You might hear it occasionally says Professor McKinnon but you won’t feel a thing. Detail as ever. “Another unseen and unexpected variance came indirectly, with the implementation of a change management process,” recounts Angel Di Marco. Hot desking for consultants, haematologists, psychologists and all manner of clinicians amid an open plan workplace was questioned at first but the Flinders medical world is now firmly wedded to contemporary business in outlook and practice. Not an easy win but rooted in a design that works and looks good – the practical outcome always. 17
The first Australian healthcare facility to achieve the Green Building Council’s 5 Star Green Star ‘As Designed’ and ‘As Built’ rating signifying Australian Excellence.”
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Flinders Medical Centre New South Wing Adelaide, South Australia Woodhead is part of the design team responsible for the redevelopment of the Flinders Medical Centre in Adelaide, the first Australian healthcare facility to achieve the Green Building Council’s 5 Star Greenstar ‘As Designed’ and ‘As Built’ rating signifying Australian Excellence. Woodhead are responsible for delivering the Architecture, Health Facilities Planning and Interior Design of the New South Wing, Adelaide southern region’s major tertiary referral centre for Acute and Emergency services.
Client
Flinders Medical Centre Foundation
Completion
2009
Project value
$153m
The first stage, including the site-wide services infrastructure upgrade and the construction of the new four storey South Wing is complete. Designed and constructed with a focus on Environmentally Sustainable Development principles, the New South Wing aligns with the Green Building Council of Australia’s Green Star Healthcare Tool. The new wing accommodates the Women’s Assessment and Birthing Services, Obstetrics and Gynaecology wards, outpatient clinics and administrative areas.
Project size
4,700m2
Floors
4
ESD
5 Star Green Star – Healthcare v1 ‘As Designed’ and ‘As Built’ Green Building Council of Australia
Awards
Highly Commended, International Sustainable Design - 2013 International Academy for Design and Health awards
In addition to the completion of the New South Wing, the Acute Assessment Unit and Cardiac Care Unit has been relocated and housed in purpose-built expanded accommodation. The redevelopment’s second stage includes the redevelopment and upgrade of aging ‘hot floor’ departments including operating theatres, recovery, emergency and intensive care. The Flinders Medical Centre (FMC) is the major tertiary referral centre for acute care and emergency services in the southern region of Adelaide. The staged construction has ensured that all facilities remained open whilst the redevelopment took place. 19
Leading in the development of Healthcare Green Star Certification Flinders Medical Centre New South Wing, Adelaide, South Australia The Woodhead designed Flinders Medical Centre – New South Wing in Adelaide has been awarded a 5 Star Green Star – Healthcare Design v1 Certified Rating from the Green Building Council of Australia which represents “Australian Excellence” in environmentally sustainable design. This is the first project in Australia to be certified under the Green Star Healthcare certification. Announced at the 2011 GreenCities conference in Melbourne, the Flinders Medical Centre – New South Wing was praised with delivering excellence in environmentally sustainable design.
Completed in 2009, the four-storey New South Wing represents a significant new-build component of the redevelopment work at Flinders Medical Centre (FMC). The design solution resulted from a successful alternate masterplanning option by Woodhead, enabling the pursuit of a Green Star rating. Departments accommodated include Outpatient Clinics, Finance and Administration areas, Birthing and Labour inpatient unit, and Obstetrics and Gynaecology inpatient unit, together with part of the Neonatal Intensive Care Unit, and the Reproductive Medicine Unit. The FMC ESD Workgroup set various sustainability goals for the overall Flinders Medical Centre campus, and for the redevelopment project. As part of that project, the New South Wing was identified as a component to pursue as a Green Star project, but timing was not favourable and the project registration was delayed until the release of Healthcare v1. Nevertheless, the team was not deterred and, working with sustainability consultant Synergy Green, services engineers Aecom, and structural engineers Aurecon, the team continued to pursue their Sustainability goals, including the 5 star Green Star goal they have now most deservedly won. The Woodhead team worked with the Green Building Council of Australia from the outset to ensure compliance with the developing Healthcare pilot tool and were representative on the FMC ESD Workgroup from its inception in 2007.
Energy The Redevelopment team set themselves the ambitious target of improving the energy efficiency of the FMC Campus, and in the case of the New South Wing, the “outstanding” performance
WOODHEAD THOUGHT LEADERSHIP
objective was to build a facility 45% more energy efficient than the 2000/ 2001 level of energy efficiency at FMC. Green house gas reductions across the campus are forecast to be of the order of 7000 tonnes per annum; equivalent to taking 1400 cars permanently off the road. To facilitate the hospital in reducing the consumption of energy, electrical sub-meters are provided in all floor distribution boards on each floor. These meters separately monitor power and lighting electrical consumption in real-time and are connected to the building management system (BMS) which records consumption data continually throughout the year.
Water The “outstanding” objective target for New South Wing water consumption was to achieve greater than 15% reduction of site-wide consumption from 2006/07. To facilitate the hospital in reducing the consumption of water, water meters are provided for all major water uses. These meters will monitor water consumption in real-time and are connected to the building management system (BMS) which will record consumption data continually throughout the year. It is envisaged that this tracking of water use will provide insight into the main sources of water consumption, as well as indicating whether the building is operating as designed. This reduces the risk of inefficient building usage and may identify areas of high consumption or leakages and therefore possible targets for water saving.
It is envisaged that this tracking of energy use will be able to provide insight into the main sources of energy consumption, as well as indicating whether the building is operating as designed. This reduces the risk of inefficient building usage and may identify areas of high consumption and therefore possible targets for − Rainwater harvesting from the roof of part of the existing hospital energy savings. and from the New South Wing is stored in large tanks under the building, and is used for toilet flushing and fire testing. Key components to achieve energy savings include: − 4 star + WELS rated tapware, showerheads and toilets specified.
Air conditioning An energy efficient heating and cooling strategy embracing a range of technologies and techniques to reduce energy use including: − an innovative displacement ventilation system in the New South Wing − high efficiency chilling plant and air handling systems − heat recovery from exhaust air paths − an economy cycle and other controls logic, governed by an automated BMS which enables the use of energy reduction techniques such as using “free cooling” when outside temperatures permit − use of the Shaw Method of Air conditioning to control humidity in selected areas
Indoor Environment Quality Concern for both environmental impact and creating a healthy environment for patients, visitors and staff was a key component of the ESD philosophy for the project. Actions include: − Displacement ventilation system to inpatient rooms and delivery rooms (this can be used as a 100% fresh air system) − Maximising views and provision of natural light − Maximising views of nature (beautiful views towards attractive treed slopes to the south of the New South Wing) − 95% of all paints, adhesives and floor coverings meet benchmarks for low VOC’s (Volatile Organic Compounds) − Formaldehyde minimisation for all composite wood products − Provision of adequate spaces for reflection and respite for staff, visitors and patients
Hot Water A significant 230 panel Solar Hot Water system has been installed. This one initiative alone is calculated to reduce recurrent energy costs by approximately $400,000 p.a. and annual CO2 emissions by approximately 380 tonnes.
Passive Design The Design of the New South Wing has been approached in order to provide a building envelope which maximises access to natural light, but includes good passive design features. These include:
Bicycle Parking An area of secure bicycle parking for staff has been provided to the undercroft area of the New South Wing, providing spaces for 11 bicycles. Facilities for staff to change and shower are also provided. 5 visitor spaces are also provided adjacent the main entry in an area with good natural surveillance. The Green Building Council of Australia (GBCA) released the Green Star – Healthcare v1 tool on 15 June 2009 to support sustainable planning, design and construction of high-performance healthcare facilities.
− purpose designed external fixed shading devices to maximise light penetration while minimising solar heat gain The Green Star – Healthcare v1 tool can help owners and operators of healthcare facilities around Australia to: − high efficiency glazing throughout, including double glazing with integral venetians and Evergreen glazing − minimise the environmental impact of their buildings − building envelope with high thermal performance and suitable − improve patient health outcomes and staff productivity insulation levels − receive recognition for green leadership − achieve real cost savings.
21
The design provides for maximum flexibility over the 25 year concession period, allowing expansion, re-configuration, and response to its environment.�
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Royal Women’s Hospital Melbourne, Victoria The Royal Women’s Hospital, one of Australia’s newest state-of-the-art hospitals, focuses on the provision of medical services specifically for women and their newborn babies. A Public Private Partnership, the project was required to be efficient, contemporary, innovative and sustainable. The hospital is designed to allow maximum flexibility over the 25 year concession period, allowing expansion, re-configuration, and responds to its environment. These design practices and innovations demonstrate the Royal Women’s Hospital’s reputation as a leading international healthcare facility.
Design Team
Woodhead in association with Design Inc Melbourne
Client
Public Private Partnership Bilfinger Berger
Completion
2007
Project value
$250m
Woodhead collaborated with Design Inc Melbourne, working together as part of the PPP team, lead by Bilfinger Berger. The collaborative partnership provided architecture and interior services for the 160 bed public hospital and additional 60 bed private hospital. Both design firms brought expertise and skills into the mix to create a holistic approach to the project.
Floors
7 Floors, 2 Basement carpark
Awards
− 2009 Design and Health International Academy Award - Best International Health Project (over 40000 sqm), − 2010 Property Council of Australia Excellence and Innovation Awards Best Public Building
The PPP brief was interpreted within a competitive environment. Following commission, the design team engaged in a strongly consultative process to adapt the concept to the specific client brief whilst retaining the core project values of; − Provision of a patient-focused ‘non clinical’ environment reflecting user preferences, a stress free sensory experience, responding to cultural/ethnic demographics, − Positive contribution to the built form of the densely developed urban campus and a gateway towards the CBD, and − Efficient, value driven outcome - intelligent balance between competitively set parameters and sustainable ‘whole of life’ approach.
23
Design Approach The briefing team interviewed over 1,000 women representing the diverse ethnic and cultural background of the patients who would be visiting the hospital (with significantly high proportions of Muslim, Asian and Koori women). These stakeholder interviews informed a process of evidence-based design and generated a patient-focused design approach. The results of these surveys established for the design team five guiding principles; − Community Values: recognition of the need to service women’s health separate from the wider community and empathise with families from all cultural backgrounds. − Patient Care: provide facilities to meet the care needs with privacy, respect, dignity and proper resources in a family friendly environment, bringing patient support networks closer. − Service Options: Providing services for the needs of women at all stages of life, critical and general health services, obstetrics and gynaecology. − Quality: Understanding the value of providing leading expertise and advanced technology in building a responsive care model − Access: Building links and access to leading support health agencies and research facilities for ongoing improvements to women’s health outcomes. The building form is designed to complement the surrounding urban fabric, with the two narrow wings making an unequivocal statement that natural light, views, orientation and fresh air are drivers of the design (i.e. no ‘big floor plate’). The relationship with surrounding buildings has created an unmistakable health precinct marking a gateway toward the Melbourne CBD. The two wings are connected by the central location of the lobbies, lifts and stairs for ease of way-finding, both vertically and horizontally. The narrow span of each wing allows deep daylight penetration into individual rooms, wards and communal spaces.
The ground floor entry welcomes visitors into an open plan foyer and features public art sculptures reflective of the hospital clientele. A generous five storey atrium provides light as well as acting as a way-finding cue to visitors. A “healing” garden is located above the central atrium, providing easy access to an outdoor environment for patients and visitors within a multistory environment. The 60 bed private hospital on levels 6 and 7 also enjoys its own courtyard gardens. The gardens offer an accessible sanctuary for patients, families and staff, and feature sculptural elements rescued from the previous hospital site. The facilities planning approach is innovative, logical and structured providing an environment aimed at efficient patient care. A rigorous material selection process ensured compliance with ESD criteria delivering a sustainable building and a healthy internal environment. Floor plates and structural grids allow for flexible departmental layouts and occupancy. Decentralised plant rooms create flexible reticulation to meet current and projected needs and the ability to reconfigure whole or part floors with minimal disruption. A particular innovation is the provision of 100% fresh air conditioning to inpatient wards using the displacement method that will assist in minimising the risk of cross infection. Time, cost and quality parameters were set at the ‘Financial Close’ stage and were delivered in full, 39 months later. The competitive PPP process demonstrates the delivery of the best capital/whole-of-life/operational costs over the 25 year life of the contract, through efficient planning, value for money materials and an efficient delivery process. The hospital is designed to provide improved conditions for patients, staff and visitors. The design programme pre-dated
PORTFOLIO PROJECT EXPERIENCE
Australia’s Hospital Green Star Rating tool, yet environmentally sustainable design innovations were considered crucial to the success of the hospital. These initiatives include: − Displacement air-conditioning /100% fresh air to inpatient wards − Intelligently shaded north-south orientation (ideal for the Southern hemisphere) − Narrow floor plates/ natural ventilation/ optimum natural light/ use of thermal mass inertia − Reduced stress through intuitive wayfinding, separation of visitor/ staff circulation, separation of pedestrian/vehicular traffic − Recyclable/renewable-source material selection − Low energy systems (mechanical/transportation/lighting) − Low water consumption. The community’s satisfaction with the outcome of the project has been documented in the Auditor General’s report tabled in the Australian Parliament in March 2008. The report highlights several aspects of community approval;
The Royal Women’s hospital includes many patient support facilities including; overnight accommodation, lounge areas, double beds in many maternity rooms, and child care facilities allowing families to support patients in care. Finishes and colours are selected to reflect a warm and calming environment for the patients; soft white walls with vibrant mauve and aubergine accents and blond timbers create a homely sense of place. The natural light and open plan design is balanced by flat acoustics contributing to a sense of individual space. Medical equipment neatly retracts into the wall cabinetry, while personal and private spaces are reinforced by the provision of ensuites, fridges and secure storage.
The Built Form In a clear and simple response to the available site area, the hospital makes use of multi-level connections into the Royal Melbourne Hospital (RMH) and the patient-focused design embraces;
− “this project has exhibited a very high level of partnership that has − multiple, pedestrian-friendly entries and connection bridges, materially contributed to [its] success; − access from underground parking, and − the absolute minimal variations to the scope of works for a major − patient-care nodes forming narrow wings above the atrium project is worthy of note; and providing optimum nursing units, shared support zones, intuitive way-finding and clinical zoning. − the transition and commissioning planning by all parties is an excellent demonstration…” The hospital foyer is accessed via a ‘hotel’ style vehicle drop-off and pickup area, with direct pedestrian access at two levels. The Royal Women’s Hospital is situated within a precinct of The lower level is accessed via the vehicle zone while the upper medical service providers creating an unmistakable health level, Ground Floor, is approached through the main lobby with precinct marker/gateway to the CBD. Completing this synergistic receptions for both the Royal Women’s Hospital and Frances Perry relationship is the University of Melbourne’s BIO21 Molecular House - the private obstetric and surgical hospital located on Science and Biotechnology Institute, and the iconic 1940’s levels 6 and 7. modernist forms of Royal Melbourne Hospital. Located nearby are also the Royal Dental Hospital of Melbourne and the Royal Children’s Hospital. 25
PORTFOLIO PROJECT EXPERIENCE
Time, cost and quality parameters were set at the ‘Financial Close’ stage and were delivered in full, 39 months later. The competitive PPP process demonstrates the delivery of the best capital / whole-of-life /operational costs over the 25 year life of the contract, through efficient planning, value for money materials and an efficient delivery process.”
The public entries at the ground and lower ground levels are linked visually to the main foyer by an escalator and lifts. The entry lobby, a light filled space, applies rich sensual finishes to modern shapes and clean lines; soft warm colours and plush designer furniture create an unmistakable sense of comfort and femininity. The underground car park provides 960 spaces for staff, patients and visitors parking. The hospital facility services emergency, entry, reception, administration, teaching, health information, ambulatory services, imaging, pharmacy, allied health, supportive services and private consulting suite areas. The building façade applies pre-finished metal sheets and precast concrete panels, and external sun shades are provided on the north elevation where necessary. Allied Disciplines The project team facilitated the contributions of several allied disciplines including: − The first ‘displacement air’ system in Australia, 100% fresh air, infection control. This was in fact a world first using tempered displacement air − Healing gardens elicit a wide range of sensory responses and promote a sense of connection to nature and well-being − Iconic sculptures/artwork celebrate empowerment of women − Interior design in response to the 1,000 women surveyed − Design review by Mimar Inc. (Islamic Consultancy). The PPP team delivered the best capital/whole-of-life/operational costs in spite of the tight site, five underground parking levels and challenging interface with the existing hospital, through efficient planning, value for money materials and efficient delivery process. At $250m, this equates to $5,000/m2 and $1.5m/bed.
27
The Ipswich Hospital expansion project will transform the existing hospital into an improved and expanded facility offering quality and timely health services to the region.�
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Ipswich Hospital Redevelopment Ipswich, Queensland The Ipswich Hospital Expansion Project was developed in response to a Government commitment of providing funding of $122 million for an additional 84 beds. An additional $6.7 million commitment was received for the expansion and improvement of paediatric emergency services at Ipswich Hospital.
Additional planning is already underway to determine the future service profile and infrastructure requirements beyond the expansion to cater for future needs of the area.
The Ipswich Hospital expansion project will transform the existing hospital into an improved and expanded facility offering quality and timely health services to the region.
Client
QLD Health
Completion
2013
Project value
$129m
Scope
Additional 84 beds Expanded paediatric emergency services
The Ipswich Hospital expansion project includes a significantly refurbished and expanded emergency department, enhanced / expanded maternity services, additional critical care beds, new medical/surgical overnight beds, additional radiology services and increased capacity of support services. The Ipswich project promotes an integrated process bringing together environmental, economic and social sustainability principles in a healing environment focussed on patient and staff well being. Future proofing considerations have been incorporated into the master plan including; − Strengthening footings to allow for more floor levels in the future. − Construction and design of expansion areas in key locations for future use. − Mechanical and electrical services that can be expanded to meet future capacity requirements.
29
The $120 million redevelopment works will replace the ageing infrastructure on the Hornsby hospital campus through a new multi-storey operating theatre complex.� Health Minister Jillian Skinner
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Hornsby Ku-Ring-Gai Hospital Redevelopment Hornsby, New South Wales Woodhead is currently working with Health Infrastructure on the redevelopment of Hornsby Ku-Ring-Gai Hospital. The $120 million redevelopment works will replace the ageing infrastructure on the Hornsby campus through a new multistory operating theatre complex. Construction will commence in late 2013 on the new operating theatre complex with completion in 2016. After a lengthy consultation period the project planning team has come up with a proposal that provides a modern and functional operating complex that will allow staff to deliver the best possible care to the community. Due to the complexity of this project, the redevelopment of the entire campus will be undertaken in stages. This will ensure the local community, staff and emergency services can continue to access the public hospital and all its services with minimal disruption. Stage 1 of the redevelopment will maximise site utilisation and provide a logical framework for future works. This stage includes provision of; − − − − − −
The surgical services buildings are designed with shell space on the ground and first floor to accommodate future hospital expansion. ‘Systemised design’ principles are employed throughout the project to facilitate rapid construction as well as future flexibility. In order to ensure minimum disruption to the existing Hospital service, expedite the delivery of services to the community and to ensure value for client money, the Stage 1 project itself has been broken up into sub stages and early works packages. These include car parking, demolition, refurbishing and minor new build work. Client
Health Infrastructure - NSW Health
Completion
Expected 2016
Project value
$123m
Eight operating theatres, A sterilising services department, Three 28-bed in-patient surgical units, High-volume short-stay models of care, Increased capacity for patient isolation when required, Surge capacity for existing medical beds. 31
Our project vision was to create a great place to work, live and train for the Hardened and Networked Army at the Edinburgh Defence Precinct. We committed to developing a world class Base from which defence personnel are trained and mount high readiness mechanised operations.� David Pinnock, GHD Project Director
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Hardened and Networked Army Edinburgh Defence Medical Facility Edinburgh, South Australia In a unique collaboration between GHD, Woodhead, Aurecon, Cundall, Oxigen, Rider Levett Bucknall and Aquenta, the Edinburgh Design Team was created to undertake the role of master planning, architecture, engineering, heritage, interior design and graphic design for the Hardened and Networked Army Facilities at the Edinburgh Defence Precinct in South Australia. The Hardened and Networked Army (HNA) project at Edinburgh is the largest design contract ever let by Defence, encompassing the redevelopment of a large part of the RAAF Base at Edinburgh, and includes the delivery of 56 individual buildings providing working accommodation, administration support, training facilities, messing, base infrastructure, maintenance and storage facilities for the 7th Battalion Royal Australian Regiment (7RAR) to move from Darwin to the Edinburgh Defence Precinct in South Australia.
The application by the design team of the Defence Force Green Building Requirements and Environmental Sustainable Design performance standards, particularly investment in water and energy saving elements, has positioned the HNA EDP Project as a flagship for Defence and an ESD benchmark for large scale developments throughout the country. The Edinburgh Defence Precinct is located 25 kilometres north of Adelaide’s CBD and houses:
The innovative project creates a new benchmark for facilities − Defence Science and Technology Organisation for the Army to meet evolving demands of potential operational − RAAF Base Edinburgh environments, technological change in the training and prosecution of conflict and emerging social attitudes towards − New facilities for the 1,100 strong 7RAR Battle Group. treatment of personnel and their families The project drove a generational redevelopment of RAAF Base Edinburgh giving rise to Client Australian Department of Defence the planning, urban design and site infrastructure commensurate Completion September 2012 with a 21st Century Defence facility. Project value $623m (entire master plan project) The project includes over 50 new buildings, designed to reflect the traditional values of the Edinburgh site, and also to create a new standard of amenity for personnel, achieving a sustainable working environment compatible with civilian standards and international military models. 33
The staff and patients are thrilled to be moving into this modern campus that will bring most of Port Hedland’s major medical facilities together.� Western Australian Health Minister Dr Kim Hames
Client
Department of Housing and Works
Project Team
Woodhead in association with Bateman Grundmann Architects
Completion
Nov 2010
Project value
$138m
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Hedland Health Campus South Hedland, Western Australia The Hedland Health Campus in South Hedland is a comprehensive medical facility designed as the ‘regional resource centre’ for the Pilbara Gascoyne Health Region. The health campus provides a wide range of inpatient and outpatient facilities including; a surgery with two operating theatres, a 40 bed ward with obstetrics, paediatrics and a high dependency unit, further imaging and emergency department, as well as treatment and consultation facilities for primary and population health.
Western Australian Health Minister Kim Hames said at the opening of the facility “I visited the new Hedland Health Campus just weeks ago and was immensely impressed with the new hospital. It is a fantastic facility for the people of the region and a big improvement on the old hospital which served well for many years,” Dr Hames said.
A functional yet exciting design, the facility’s architecture meets Australia’s most stringent cyclone design standards.
The new campus will replace Port Hedland Regional Hospital, which was erected as a temporary building following the devastation of Cyclone Joan in 1975.
The campus is a collection of simple yet refined structures on a low podium, connected by a glazed expansive common area. Between the buildings are a series of public accessible courtyards. These functional elements are encircled by a large ‘rusted’ steel pergola, which wraps around the buildings completely covering the landscaped courtyards. The steel pergola will eventually be covered in foliage to shade the windows from direct sun, and facilitate the creation of a refreshing micro-climate. The pergola also provides a large canvas for the campus’s public art program. The health facility is sensitive to the social context which services a high proportion of indigenous people. The design also achieves a distinct level of civic importance.
The Minister said that staff and patients were excited about the move. “They are thrilled to be moving into this modern campus that will bring most of Port Hedland’s major medical facilities together,” he said. A number of facilities have already successfully opened to the public at the new Hedland Health Campus including: − aged care services − consultation facilities for Community Mental Health Drug and Alcohol − medical imaging X-ray services − pathology services − allied health services such as child health, physiotherapy, occupational therapy, speech pathology and home nursing − Patient Assisted Travel Scheme (PATS). 35
This project will enhance the quality of local health care and deliver a significant jobs boost to the region.� Thiess Executive General Manager Construction Ric Buratto
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Logan Hospital Emergency Department Expansion Logan, Queensland This major redevelopment of the existing Emergency Department will address the current chronic lack of capacity and will provide dedicated Paediatric Emergency Department facilities.
Associated with this project is a hospital-wide master planning project to identify and plan for future development of the hospital.
Client
QLD Health
Completion
Expected 2015
In addition to the Emergency department scope, Woodhead is engaged to develop a Rehabilitation Unit, Day Surgery Facility and 23 Hour Ward. This provides approximately 10,000m2 of new development work.
Project value
$143m
Project size
10,000m2 new work
The Emergency Department redevelopment and associated work is programmed for completion in early 2015 with a project value of approximately $143m. The Logan Hospital expansion includes a new emergency department featuring; − 18 additional adult emergency treatment spaces − 12 additional paediatric treatment areas − 8 additional paediatric short stay beds The new building will also include a 34 bed paediatric ward and a 24 bed rehabilitation ward with associated day therapy and a gym. The existing emergency department will be remodelled into a new 23-hour ward with an elective surgery area including two procedure rooms. 37
Project Name, Flinders CentreLocation, for Innovation State,inCountry Cancer, Adelaide, South Australia
02 Clinics and Medical Centres Woodhead Project Experience
This clinical built environment is designed with inherent flexibility, modularity and standardisation to ensure that staff can easily adapt to work practices across all three sites.�
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
GP Super Clinic Annerley (PACE) Brisbane, Queensland Woodhead have collaborated with Capital Insight Project Management and UQ Health to develop architectural and interior design concepts for the ‘GP Super Clinics’ to be rolled out across three diverse sites in South East Queensland. The 1,200m2 tenancy space on Level 4, within the Woodhead designed ‘PACE’ building at Annerley, was completed in September 2010. The fitout applies ‘evidence based design’ to create a superior healthcare environment, including;
Client
Capital Insight Project Management
Completion
September 2010
Project size
1,200m2
− Indoor environmental quality through Environmental Sustainable Design initiatives, − ‘Positive Distraction’ via the stimulation of the senses using lighting, texture, colour, artwork and graphic design, − A connection to external spaces and landscaping via natural daylight and views from waiting areas. The clinical built environment is designed with inherent flexibility, modularity and standardisation to ensure that staff can easily adapt to work practices across all three sites.
41
The $26.5 million Centre offers high quality and well coordinated primary health care services in modern, accessible and familyfriendly surroundings.�
Client
Southern Adelaide Health Service
Completion
2011
Project value
$26.5m
Project size
5,300m²
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Marion GP Plus Health Centre Marion, South Australia Woodhead, together with Peddle Thorp, were commissioned to deliver the design of South Australia’s new Marion GP Plus Health Centre and State Aquatic Centre.
The GP Plus Health Care Centre provides a functional space that allows doctors and allied health professionals to work together under one roof. The $26.5 million Centre offers high quality and well co-ordinated primary health care services in modern, accessible and family-friendly surroundings. The centre also helps people to manage chronic disease and to stay healthy and out of hospital. The new Marion GP Plus Health Care Centre delivers a wide range of health services including: − Dental services for adults and children, − Health and counselling services for young people, − Early childhood development services, including speech pathology and occupational therapy assessment, education and counselling services, including self-management programs for people with chronic conditions, − Health services for older people, − Medical specialist services. The centre’s planning solutions allow a large floorplate to provide service delivery zones for different user groups without compromising long term flexibility.
Teams of professionals including nurses, doctors, psychologists, social workers, speech pathologists, occupational therapists, physiotherapists, health workers, dentists and dental therapists will work together in the new centre. Functional Requirements: 5300m² of group education, consulting, dental and staff accommodation that supports current trends in educational community health services. Program Constraints: Extremely tight programme given master plan objectives for the site and inter-dependencies of construction and occupation of various building types on the site. Professional Skills: Stakeholder management through briefing and concept design, structured facilities planning processes, master planning and site planning, Environmentally Sustainable Design. Experience: Health facility planning and design, corporate office planning and design, urban design and consultation experience. Innovative Design Adding Service Delivery: Planning solutions that allow a large floorplate to provide service delivery zones for different user groups without compromising long term flexibility.
43
All patients receive a high quality, best practice, patient focused and effective care in a comfortable environment which minimizes fear and maximizes personal dignity.�
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Flinders Medical Centre Cardiac Clinic Adelaide, South Australia The purpose built $4.9 million Cardiac Care Unit is part of the Flinders Medical Centre’s redevelopment project and will provide care for more than 2,000 heart attack and unstable angina patients, or patients with arrhythmia’s each year. The new unit provides patient centered services for all patients with the design focus being on creating an environment that is conducive to healing and improved wellbeing, as well as one that encourages efficient work practices and recognizes the high technical aspects of the department. The unit includes new and improved state of the art patient monitoring equipment. All patients receive high quality, best practice, patient focused and effective care in a comfortable environment which minimizes fear and maximizes personal dignity.
The redevelopment also includes a major replacement and upgrade of the existing infrastructure which will reduce energy costs and greenhouse gas emissions. Client
Department of Health, SA
Completion
2010
Project value
$4.9m
Floors
1
The new Cardiac Care Unit also recognizes the role played by staff, family and visitors by providing them with facilities that value their contribution to patient wellness. The completion of the Cardiac Care Unit was the first major milestone of the $162 million Flinders Medical Centre redevelopment project completed in 2012. The FMC redevelopment designed by Woodhead further includes a new Acute Assessment Unit, Obstetrics and Gynaecology Ward, Labour and Delivery Ward and the total redevelopment and expansion of the Emergency Department, ICU, Operating Theatres and Outpatient Clinics. 45
The GP Super Clinic has been designed to reinforce the state of the art, complex and advanced health care model developed by UQ Health.�
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Ipswich GP Super Clinic Ipswich, Queensland GP Super Clinic - University of Queensland Ipswich Campus was successfully completed in December 2011. Stage 2 is a “shell and core� building which will introduce the ancillary health services - Pharmacy, Pathology, Radiology and Specialist Suites that provide the demarcation between a typical GP Clinic and a GP Super Clinic. The building offers approximately 750sqm GFA on ground level with 500sqm undercroft tenancy fitted out for Diagnostic Imaging. The dyanamic and contemporary building form has a colour and material palette to compliment the existing heritage nature of the campus and the inviting glazed entrance and clerestory daylighting provides a pleasant environment to provide health services to the public.
Client
University of Queensland Health Care / Capital Insight
Completion
2011
Project value
$3m
Project size
750sqm
Floors
1
47
Project GP Super Name, ClinicLocation, AnnerleyState, (PACE), Country Brisbane, Queensland
03 Mental Health Facilities Woodhead Project Experience
Mental Health Facilities Woodhead Thought Leadership
Following many years of project experience and accompanying research, Woodhead has a variety of successful mental health facilities within our portfolio of work.
Providing adequate, safe and comfortable care for the treatment of diagnosed mental health concerns is a challenge faced by State Governments throughout Australia. Today, modern medical practice has provided advances in pharmacopoeia which enables many people, who were previously institutionalised, the ability to live and function within the community. Yet there is still a vast need for health facilities which will provide continuity of care from community to residential care, day clinics and pharmaceutical supervision and in many cases in-patient accommodation. Some of those living with mental illness do not have the support of family, a place to live, or the capacity to manage their own pharmaceutical regime and will revert to residential care. In addition, continued growth in the aging population and accommodation for people with chronic brain syndrome and other long-term care conditions will demand an increase in psycho-geriatric facilities. To address these issues, architects and designers are faced with providing facilities that recognise the many stages of care and treatment, and strive to produce spaces that are comfortable, appropriate and welcoming for the residents and families who maintain a relationship with those in care programs.
WOODHEAD THOUGHT LEADERSHIP
There is still a vast need for health facilities which will provide continuity of care from community to residential care, day clinics and pharmaceutical supervision and in many cases in-patient accommodation. Some of those living with mental illness do not have the support of family, a place to live, or the capacity to manage their own pharmaceutical regime and will revert to residential care.”
Types of care facilities range from emergency interventions in acute hospital to chronic care residential places and the many health centres where people are maintained in the community outside of institutions. Woodhead has extensive experience in the design and development of facilities for mental health, developed over several years of demonstrated successful projects. Our project experience encompasses; − Masterplanning of Mental Health Facilities − Refurbishment of Heritage Buildings; returning old buildings to active use, creating stimulating and appropriate residential care places, such as the Baillie Henderson Hospital in Queensland. − New Build Facilities: We have been engaged to develop new facilities, applying new models of care such as the Swan Health Service facility at Midland in WA. − Government, Private and Non-Profit Clients: We have done work for government organisations, for private for profit and not for profit organisations. For example the private psycho-geriatric facility at Greenwich in NSW. In every project we apply essential design principles that assist the facility to become a non-pharmacological therapy tool in itself. The total environment for residents to be healing must include the built spaces that they occupy. This is achieved by applying the research conducted at universities in the USA and UK, working together with environmental physiological impact studies done at the Karolinska Institute in Sweden, and studies carried out by various universities in Australia.
Creating a space which reduces agitation and stress will lead to a decrease in aggressive behaviour and a better environment for patients, family and carers alike. We know from physiological research that continued stress is detrimental to health both from a physiological point of view and certainly in its effect on mood and a person’s state of mind. Effective spaces are designed to be full of natural light, assisting with the stabilisation of diurnal rhythms. Natural ventilation can reduce ‘institutional’ smells and provide fresh clean healthy air. Places for sleeping and treatments should be as private as possible and value dignity. Areas for gathering and activity can be designed as stimulating and cheerful, creating a positive vibe. Research into colour has shown that it affects mood and light levels can help to control frame of mind. All of these small but essential tools assist to make mental health facilities work for the staff and the therapy programs involved. Respect for people as individuals, regardless of their condition, is at the heart of the built form we are creating. Recent mental health projects include: − Logan Hospital, 25 Bed Adult Acute Mental Health Unit, Queensland − Townsville Mental Health Unit Redevelopment, Queensland − Townsville Hospital Child and Youth Mental Health Unit, Queensland − Broome Health Services- Stage 2 Mental Health Unit, Western Australia
The essential premise for a mental health facility is to provide a calming, safe, controllable environment for the patients that may be agitated or not fully cognisant. A positive environment can assist them to operate with as much self-control as possible.
51
Strong design drivers include the fact that the site for the new building is very constrained and there is a need to relate the new works to the existing facilities.�
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Logan Hospital Adult Acute Mental Health Unit Logan, Queensland Woodhead was commissioned to design and document a 25 bed expansion of the existing Mental Health Ward at Logan Hospital.
The new beds are to include a dedicated unit for Older Persons and an Adult Acute Unit incorporating 5 High Dependency beds, as well as two seclusion rooms with associated amenities. Strong design drivers include the fact that the site for the new building is very constrained and there is a need to relate the new works to the existing facilities.
Client
Project Services
Completion
2013
Project value
$14.4m
Size
2,270m2
Staff Stations have been designed to allow maximum yet unobtrusive observation of all open ward spaces and corridors. These spaces reflect an open and light atmosphere, encouraging ease of access for members of the public and contributing to a ‘home-like’ environment for patients. Patient rooms are provided with access to individual outdoor spaces while a rainwater harvesting system boosts the sustainability attributes of the facility.
53
The facility’s design balances the need for a recognisable street presence with the residential scale inpatient and outpatient facilities. The young patients will have the use of indoor and outdoor garden court facilities offering a wide range of therapeutic activities.�
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Townsville Hospital, Child and Youth Mental Health Unit Kirwan Health Campus, Queensland Situated on the Kirwan Health Care Campus some 10 kilometres south west of Townsville’s city centre, the facility will cater for children and youth drawn from Townsville and northern Queensland. The site is parkland with well established trees served by small campus roads. Woodhead has been commissioned to design and document the new Child and Youth Mental Health Unit in Townsville.
Client
Queensland Health
Completion
August 2013
The 2 level facility will provide up to 8 inpatient accommodation places and a day activity centre for 18 out patients.
Project value
$13m
Floors
2
Our design balances the need for a recognisable street presence with the residential scale inpatient and outpatient facilities. The young patients will have the use of indoor and outdoor garden court facilities offering a wide range of therapeutic activities. The unit offers fully accessible consultation and therapy spaces, de-escalation rooms, dining and kitchen areas with a full range of administration and staff facilities on the upper level.
55
Project Name, Pharmacy Australia Location, Centre State, of Excellence Country (PACE), Brisbane, Queensland
04 Health Education Facilities Woodhead Project Experience
Education in Health and Laboratory Design Woodhead Thought Leadership Health providers have in recent years moved away from the traditional university campuses to ensure that training takes place in the location where most delivery occurs.
Education Health Facilities Medical, nursing and allied health curriculums have recognised that most clinical practice is away from the specialised environments of the tertiary hospital and now ensure more students are exposed to the most fundamental of people’s medical needs. This means they will become better practitioners able to deal with a variety of settings. In designing a health education facility the architect must deal with current education issues which includes accommodation for the new and relevant curriculum and the considerable increase in electronic forms of communications especially for education. Most of the smaller facilities are low cost and designed to be constructed in a more modular fashion. This addresses the shortage of skills and construction alternatives in the surrounding area. The initial orientation and materials selected needs to be carefully considered for Environmentally Sustainable Design principles and to be complementary to the local environment. Be it a tropical location or a desert setting, issue of shading, making places to gather inside and outside the building are all aspects we believe are needed to show respect for the setting.
WOODHEAD PORTFOLIO THOUGHT THOUGHT LEADERSHIP LEADERSHIP
Laboratory buildings are perhaps the most regulated buildings in the array of health and science facilities that we develop and as such our knowledge of these restrictions make undertaking laboratory design a highly specialised business. Students and staff need comfortable environments with both fresh air and temperature control. Respect for the context of facility is essential in ensuring the buildings will generate a positive response well into the future. The more complex and larger education facilities, such as the Pharmacy Australia Centre of Excellence (PACE) in Queensland, also reflect the need for both formal and informal gathering. It is important that places exist for social and exchange gatherings which occur naturally within the building. Research shows that if the opportunity can be provided for both accidental and intended mixing-places, people can reduce the number of formal information style meetings they attend and are therefore generally more productive. We believe our role is to act as facilitators for our clients in helping with the decision making process. We play a key role in their understanding not only of the special aspects of the enclosure of the building but the opportunities that can be built into the design to make the use of the facility both enjoyable and efficient.
Laboratory Buildings Laboratory buildings are perhaps the most regulated buildings in the array of health and science facilities that we develop and as such our knowledge of these restrictions make undertaking laboratory design a highly specialised business. There is often use of toxic materials and the Occupation Health and Safety measures used to contain these products requires a considerable depth of knowledge and experience to make sure the result will safely achieve its purpose. Various regulating authorities who cover issues from provision for toxic waste to Radiation protection expect to have multitudes of Australian Standards applied and in every case this places demands on the architect to make sure the building is fit-for-purpose. Precise monitoring and control of what is built makes the task of planning and designing laboratories an onerous one.
The configuration of spaces and the adjacencies or units are often different to other laboratories. They might have need for close connections between the chief researcher and the fellows doing the experiments so continuity between wet and dry areas becomes a concern. Flexibility in design and access to service systems is essential. This built-in adjustment provision must allow for researchers regularly starting and completing research grants often requiring a complete change of occupant, thus demanding a level of flexibility not found in other facilities. In addition to the technical needs of the laboratory functions there are precise limits in terms of lighting controls, air flows and exhaust systems together with the various needs for cleaning of surfaces. All become important in the laboratory design. Often overlooked in design of the technical spaces are the needs of staff that work in these environments. This is an essential consideration for laboratory space design. Personal Containment levels (PC1 4) stipulate what class of laboratory is being dealt with in regard to safety and we need to be aware of the implications of this classification system for the design of built space. The staff work while sitting at higher levels on stools, they work at desks and often standing. In all cases the need for ergonomic consideration to avoid back strain, twisting and the possibility of suffering from a chemical spill or burn are always in the forefront of the design layout. Noxious gasses are present and the engineering requirements involve calls for a high level of coordination between the architects and services engineers to make sure that the place functions correctly and will be accessible for maintenance and changes in the future. Laboratories provide an architectural challenge requiring us to deal with the implications involved in the range of challenges from the high turnover acute hospital service unit to the less rushed but more complex research environment. We have in the past been able to work with clients of these facilities and have demonstrated the knowledge and expertise to find successful laboratory solutions.
Research laboratories are often different to normal hospital service laboratories in that they use tissue damaging materials, unusual chemicals or sophisticated equipment which has been specially design for experiments; these must be adequately provided for.
59
An overall design response of ‘flexibility and more flexibility’ allows for the growth and retraction of the changing needs of the pharmacy, biotechnology and other industry tenants.”
Design Team
Woodhead in association with S2F
Client
PACE
Completion
2010
Project value
$97m
Project size
15,800m2
Awards
Australian Institute of Architects QLD, Regional Commendation Public Buildings
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Pharmacy Australia Centre of Excellence (PACE) Brisbane, Queensland The Pharmacy Australia Centre of Excellence project is a unique and visionary concept to create Australia’s leading facility for pharmaceutical research, education and drug commercialisation.
PACE is a partnership between the University of Queensland’s School of Pharmacy, the Pharmacy Guild of Australia, the Pharmaceutical Society of Australia and the Queensland Government. Woodhead, in association with S2F, have designed the architecture and interiors for this landmark project. This unique health and education project comprises state-ofthe-art scientific, laboratory, teaching and commercial business infrastructure within an innovative collaborative zone, linking academia, science and industry, government and community, research and clinical practice. The architectural philosophy behind PACE is to create a precinct that not only provides for world class research and education, but invites, engages and encourages interest and enjoyment from the general public. To achieve this goal the building envelope has been developed along the site boundaries, while leaving the heart of the site as a public plaza space. The 360-seat lecture theatre built form sits raised, as a sculptural centrepiece, providing courtyard shade and housing the indoor-outdoor café facilities.
The plaza also provides ramped pedestrian access to the buildings from the street extending the public amenity. Landscaping and islands of green planters are deliberately located throughout the site to provide both a verdant atmosphere and shade. Symbolically, the plaza will provide a vast stage for everyday public activity. The streetscape along Cornwall Street is articulated by three distinct architectural elements in order to achieve attractive scale, order and expression. The façade acts to reinforce the urban character of the site and provide an anchor to the street corner.
A Glazed Prism From east to west, sympathetic to residencies opposite, a long, predominantly glazed, three-storey high prism extends to the solid ‘bookend’ elements housing the core and services. Completing this element is the secondary entry and lobby behind.
Height and Setback The East block, housing the laboratories, raises six-storeys in height, with its form placed further back from the street behind the large existing fig tree. The tree was salvaged from another location on site where building works took place.
61
PORTFOLIO PROJECT EXPERIENCE
PACE is the product of a unique partnership between the pharmacy industry, the education centre and the Queensland Government with complex stakeholder relationships and requirements which needed innovative and creative solutions.” Intersection The main entry is created at the intersection of the two previous elements. Emerging as a narrow street corridor, the entry’s geometry changes from orthogonal to skew, dramatising the view axis and distribution of light. The widening corridor, with both high and low canopies, staggered window arrangements, lighting, colour, materials and scale improves the quality of the space as an entry and ‘meeting place’. Significant attention was given to the glass selection to increase the transparency of the building and create vision corridors and axes. This also enhances pedestrian access to public space, and creates a context of openness and interactivity through integration with the surrounding built form. The extensive project brief demanded cutting edge research and development facilities containing office, laboratory and teaching space to house the University of Queensland - School of Pharmacy and other project partners. In addition to the lecture theatre, other areas required by the brief included break out rooms for group learning, case studies and computer assisted peer group learning, seminar rooms, mock pharmacy rooms and additional specialised training rooms, meeting rooms and food service areas. The resulting design solution fully answered the entire brief with several additions. The design team gave considerable attention to the entries, lobbies, the plaza, and terrace zones. These ‘dwell spaces’ and urban zones were previously outside the brief, yet became important elements which enormously improved the building amenity, appeal and functionality. The overall design response is “flexibility and more flexibility” to allow for growth and retraction of the changing needs of the pharmacy, biotechnology and other industry tenants.
Appropriate use of sun shading makes the work spaces glare free and reduces the pressure on the air conditioning system. The number of floors, the position of stairs, access to break out spaces, lobbies, balconies and external spaces encourages a healthy work environment reducing the need for use of lifts and artificial lighting. Bike store and associated change rooms are provided as part of the end of the trip facilities. Specialist laboratory design is a complex process. The PACE facility required the unusual ability to necessitate co-mingling of a range of functions, with distinct physical separation yet also with no visual impairment between functions. This included spaces allocated for research facilities and areas occupied by academics, undergraduate students or members of the public. In addition, there are also zones within the facility that deal with content of a highly sensitive commercial nature and which required strict protocols to be in place and were subject to stringent physical security design parameters. This includes the animal house and support facilities which conform to stringent industry requirements and security arrangements. Any unauthorised access or inadvertent contamination could result in substantial losses of research effort, and serious consequential commercial outcomes. Small scale drug production is anticipated within the facility. This requires the appropriate storage and management of hazardous and flammable materials. The architectural challenge was to develop a design which provides the necessary level of physical security without impacting on the open feel of the building, and at the same time providing a sense of inclusion and co-operation between the stakeholders. The project team followed a lengthy iterative design process and pursued extensive stakeholder engagement to achieve the desired functional outcome.
The intensity and complexity of the project exists due to the high serviceability of the laboratory and associated spaces. The design process required close and extensive collaboration with specialists in laboratory design, mechanical and electrical engineering, hydraulic, structure, landscape and others. The floor plate design of the buildings (length to width ratio) provides good intake of natural light to penetrate the inside, even into the laboratory spaces. The access to natural light improves the indoor amenity by providing reference to the outside as part of the work environment.
63
The Pharmacy complex comprises a stateof-the-art pharmacy teaching laboratory together with sample preparation areas, a mock pharmacy from which students can replicate the retail pharmacy component and related infrastructure and administrative support areas.� Professor Barney Glover, Charles Darwin University Vice-Chancellor
PORTFOLIO PORTFOLIO PROJECT PROJECT EXPERIENCE EXPERIENCE
Medical Science & Pharmacy Buildings Charles Darwin University Darwin, Northern Territory Woodhead has designed the new Medical Science and Pharmaceutical Buildings at Charles Darwin University in the Northern Territory. Then Prime Minister, Julia Gillard, opened the new Pharmacy Building and Flinders University’s NT Medical Program Complex at Charles Darwin University on Thursday 9th June 2011. These new buildings will facilitate the recruitment and training of Indigenous medical students to become doctors in the Territory for the first time. The unique combination of education together with health and laboratory learning facilities required strategic planning and design innovation from the Woodhead team to achieve the 4200m2 GFA multilevel Medical Science and Pharmaceutical buildings. The facilities house Graduate entry pharmaceutical and medical students and include teaching laboratories, classrooms, academic and administration facilities, smart AV and recording technologies.
“The Pharmacy complex comprises a state-of-the-art pharmacy teaching laboratory together with sample preparation areas, a mock pharmacy from which students can replicate the retail pharmacy component and related infrastructure and administrative support areas,” Professor Glover said. He said the Northern Territory Medical Program was a great outcome, not only for CDU and Flinders University, but also for the Territory as a whole. Client
Charles Darwin University
Completion
June 2011
Project size
4,200m2
The buildings display a definable Territory and Indigenous visual context. All dedicated spaces flow out onto landscaped courtyards providing access to both indoor and outdoor learning spaces. Every effort was made to ensure the buildings are energy efficient in their design, construction and ongoing use. The buildings incorporate the best technologies in teaching and curriculum delivery for this unique program, with a strong emphasis on information technology and video conferencing. CDU Vice-Chancellor Professor Barney Glover said the pharmacy teaching facility would combine with the Flinders and CDU Northern Territory Medical Program to enable students to gain hands on experience in a simulated environment. 65
Project Name, Flinders Medical Location, Centre New State,South Country Wing, Adelaide, South Australia
05 Our Commitment Woodhead Process
Environmental Sustainability and Innovation Woodhead Thought Leadership Our responsibility as architects and designers extends beyond the completion of construction as we focus upon the lifecycle of a building. This is reflected in our commitment to environmental, social and economic sustainability.
Environmental Management System Woodhead’s Environmental Management System (EMS) aims to reduce the environmental impacts that may result from our operations and from the projects we design. Our EMS has been tailored around our existing ISO 9001 Quality Assurance system, and focuses primarily on actions needed to address our Climate Friendly commitment. We look forward to achieving final EMS ISO 14001:2004 certification shortly.
Green Building Codes As an inaugural and continuing member of the Green Building Council of Australia, Woodhead continue to be actively involved in the creation of Australia’s first Green Star rating tools. In fact we were using similar rating tools on projects even before the creation of the GBCA, and we now support the GBCA in all their endeavours. Woodhead is committed to maintaining Green Star Accredited Professionals within each studio and at leadership level across the group. In addition our team has the knowledge and skills to work with and apply NABERS energy rating requirements and relevant Government and Defence sustainability guidelines.
Greenhouse Impacts from Projects Our core service is in the delivery of world-class design. The built environment has a significant impact on global warming and water use, and we believe that we can drive positive change in our industry, ultimately to the point where sustainable development is part of the solution to global warming. Our Climate commitment objectives have been incorporated into our design process, whereby every project is assessed for sustainable benefits and outcomes. These outcomes are balanced between environmental, social and economic benefits.
WOODHEAD ENVIRONMENTAL SUSTAINABILITY
Woodhead has developed a set of ‘ESD Performance Targets’ that are quantifiable measures relating to the assessment and design resolution of energy, water and materials in our projects. Example ESD Essential Requirements
Woodhead are increasingly raising the sustainability value in all of our projects – we believe that every client should benefit from improved building performance, improved user comfort, and reduced environmental risk.
Woodhead ‘ESD Performance Targets’ The ESD Performance Targets work together with a defined set of ‘ESD Essential Requirements’ to capture additional initiatives to lower the overall environmental impact of the building during design, construction and operation. Energy
Energy Appliances shall meet the following minimum energy efficient ratings; − − − − − −
Dishwasher: 3.5 stars Refrigerator: 4 stars Washing machine: 4 stars dryer: 2.5 stars Domestic air-conditioner: 4.5 stars for cooling Hot water systems shall have solar pre-boost with the system sized to provide a solar contribution of at least 50% of total annual hot water energy consumption. Where natural gas or LPG is available to the site the hot water system shall be gas boosted.
− Achieve a 20% improvement on the minimum energy efficient performance requirements using either one of the Verification Methods (Stated Values or Reference Building) described in Section J of the Building Code of Australia (BCA). Water − The 20% improvement target is generally consistent with the All taps, toilet, showers and appliances shall have a minimum AAA minimum 4.5 star NABERS rating for commercial office buildings. rating or equivalent star rating. − A building meeting the minimum BCA energy efficiency requirements should achieve an approximate 3 star NABERS Materials rating. − A 4.5 star NABERS rating represents an approximate 20% to 25% − All refrigerants and insulation shall have an Ozone Depletion Potential (ODP) of zero. improvement compared to a 3 star building. − All timbers shall be sourced from either post consumer reused Water timber or from plantations complying with the Australian Forestry Standard. − Achieve a 30% reduction in potable water consumption compared − All internal paints shall be low Volatile Organic Compound (VOC) to a design reference building. (g/litre). − NSW: the residential planning scheme (BASIX) sets a water target − No PVC products shall be used in floor coverings (unless there is of 40% reduction compared to average water consumption. This no other alternative). is calculated using a complex web based database. − The simple method for calculating the water target is described in − A dedicated storage area shall be provided to allow segregation and collection of recyclable waste generated during occupancy of the Defence Water Target Calculation Methodology document. the building. Materials During demolition and construction works at least 70% of all waste by weight (except hazardous materials) should be either reused or recycled. Recorded by the contractor each month: − weight of all waste leaving the site; − weight of waste that was recycled/reused (i.e. not sent to landfill); and − destination and/or name of recycler/waste hauler. Soil stockpiled on site for reuse as fill shall not be counted in the calculation of waste. The definition and calculation of waste shall be in accordance with the current Green Star Technical Manual. 69
BIM Commitment Woodhead Thought Leadership Building: An information rich digital prototyped building.
Woodhead is committed to the continual improvement and upskilling of our team with the latest documentation and visualisation technology. Our teams are fluent in CAD and BIM authoring and coordination technology, specialist graphic design and publication packages and traditional administration processing tools.
Information: Addition and inclusion of valuable building information to the model.
The implementation of BIM (Building Information Modelling) tools and processes have made it possible to better streamline work flows throughout a building’s life-cycle, from concept /schematic design to model integration of design and construction models to facilitating the management of maintenance and decommissioning information of the built asset.
Modelling: Form and function with pre-planned intent.
BIM tools and processes enable our team to reduce risk, retain design intent and better ensure the client interest is maintained throughout the project. This also helps streamline quality control and provides a higher level of coordination between consultants. The processes adopted and the generation of coordinated models facilitates clear communication between all project stakeholders which in turn provides access to a wider range of analytic tools thereby better addressing our clients specific needs. At Woodhead, the adoption of BIM tools and processes is now our predominant and preferred method of workflow thereby ensuring quality solutions for our clients. Our BIM technology enables our teams to: − − − −
Reduce risk particularly in the bid phase of the project Retain design intent throughout the project Streamline quality control Provide design and construction certainty between consultant disciplines − Reduce conflicts on site through clash detection and comprehensive scheduling and data reporting during the design process.
WOODHEAD QUALITY AND TECHNICAL CAPABILITY
Woodhead has pioneered BIM as a key platform in the delivery of a range of large-scale facilities in Australia over the last five years. We believe that now is the time to make further advancements in the application of these tools to realise the next generation of benefits for our clients.” Jason Howden, Woodhead Group BIM Manager
BIM lessons we have learned − Technology... BIM is a process with efficiencies available through planning of clear workflow practices and procedures. − Modelling may incur more up front costs, yet; − The integrated model can provide a greater level of control all round. − There is value in working with Contractors as Consultants, however not all procurement processes will support this. − Getting the right team is an issue for all projects. With BIM implementation selecting the right team is essential. BIM is only as effective as the most ineffective link. − The level of service is superior to that of traditional service provision and therefore of greater value to the Client. Case Study: Greenskills, Perth, WA Woodhead is commissioned as lead consultant for the design and delivery of the Central Institute of Technology’s Greenskills project in Perth, WA. The new building will provide an innovative learning centre for the development of knowledge in the area of sustainable building design studies. Woodhead are collaborating with the Structural and Building Services Engineers to develop the integrated BIM model, capturing the work of all design team members, to establish and validate the building design, to enable construction documentation production, and to capture future ‘as constructed’ information, maintenance and manual requirements. The appointment includes the provision of full architectural and interior design services and coordination and integration of all sub consultants. The latest technological developments and processes were adopted to inform the move towards fully integrated project delivery.
Quality Certified by Australian Standards Woodhead operates a certified Quality Management System which complies with the requirements of ISO 9001:2008, across Woodhead Studios covered on the Certificate. Renewal: 23 February 2015. Woodhead takes the quality of its services and output seriously. Excellent outcomes for our clients are our goal, achieved by working with a Management System that provides checks and balances to our processes, ensuring consistent success. This mature Management System is certified in five Australian States and Territories, by SAI-Global, to AS/NZS ISO 9001:2008. This includes a Management Manual detailing the company’s approach to policies, objectives, management review, resources, sub-consultant appointment and improvement strategies. Core business processes from Project Initiation through to Completion are described. In addition, a range of system-specific procedures, forms and checklists provide a structure to ensure Woodhead staff work consistently and well. These relate to document and record control, required competencies, client feedback and continuous improvement action through a sophisticated internal audit program. Woodhead has a full-time Group Quality and Risk Systems Manager based in Adelaide, with a Project Delivery team in each Australian office checking the efficient management of quality – both in process and final product - throughout the company. All staff have equal access to quality-related resources over a company-wide Intranet.
71
Commercial | Education | Health | Hospitality | Industrial | Residential | Retail | Transport | Workplace
Contact Gavin Adams Director Health Portfolio Leader T +61 7 3221 1333 D +61 7 3182 3522 M +61 414 764 758 E gadams@woodhead.com.au Follow us on www.pinterest.com/woodheadarch Link with us on www.linkedin.com/company/woodhead Join us on www.facebook.com/woodheadarchitects Join us on www.twitter.com/WoodheadArch
www.woodhead.com.au