woodhead health portfolio statement
DESCRIPTION
ÂTRANSCRIPT
PortfolioProject Title Organisation Date etc
HealthPortfolio Statement
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.
a leading global design practice We are positioned across Australia and into Asia.
1
3
2
Company Profi le
What We Do
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.
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.
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.
Design and the Market
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 profi ciency.
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 profi t 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
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 offi ce 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.
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.
WOODHEAD COMPANY PROFILE
3
2 Victoria Avenue, Perth, WA
Southern Cross University, Building A, Gold Coast Campus, QLD
Community CPS, Adelaide, SA
1
2
3
1
3
8
4
9
INDUSTRIAL
HEALTH
HEALTH EDUCATION
TRANSPORT TRANSPORT
RETAIL
5
Adelaide Desalination Plant, Port Stanvac, South Australia
Animation City, Guangzhou, China
Flinders Centre for Innovation in Cancer, Adelaide, South Australia
Sydney International Airport Terminal 1 Redevelopment, New South Wales
Changi International Airport Terminal 1 Upgrade, Singapore
2 Victoria Avenue, Perth, Western Australia
Development Bank of Singapore (DBS), Singapore
Royal Women’s Hospital, Melbourne, Victoria
Southern Cross University Building A, Gold Coast, Queensland
Place on Brougham, North Adelaide, South Australia
Gowings and State Theatre - QT Hotel Conversion, Sydney, New South Wales
1
2
3
4
WOODHEAD KEY PROJECTS
Woodhead works across several key portfolios, including;Commercial, Education, Industrial, Health, Hospitality, Residential, Retail, Transport, and Workplace.
5
6
7
8
5
6
7
10
11
9
10RESIDENTIAL
HOSPITALITY
WORKPLACE
COMMERCIAL
11
2
4
Life enhancing design has the greatest benefi t to patient wellness.
3
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.”
21
7
3
4
Royal Women’s Hospital, Melbourne, Victoria
Flinders Medical Centre New South Wing, Adelaide, South Australia
Flinders Centre for Innovation in Cancer, Adelaide, South Australia
GP Superclinic, Annerley, Queensland
Woodhead provides specialist services for healthcare projects, including health campus master planning, hospital and related medical facilities, design, education and health related studies.
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.
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.
We believe that an investment in life-enhancing health care
design is benefi cial to both clients and health care providers alike.
It is not only possible, but also medically and fi nancially 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.
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 benefi t to patient wellness.
Over the years, Woodhead has gained a signifi cant 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 effi cient and cost effective buildings, and to work
constructively within a team embracing client, statutory and
funding authorities, professional consultants and other specifi c
stakeholders.
Our experience across a wide scope of health projects provides
our teams with successfully implemented healthcare solutions
that benefi t the design process of each new project. We approach
projects on the basis that the buildings are unique expressions of
the specifi c functions that they are to accommodate and the site
on which they are located.
Health Portfolio
HEALTH PORTFOLIO STATEMENT
1
2
Project Name, Location, State, Country Flinders Medical Centre New South Wing, Adelaide, South Australia
01Hospital and Medical Facilities
Woodhead Project Experience
Hospitals in the 21st CenturyWoodhead 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.
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;
Today’s healthcare projects must be treated as ‘typical’ public buildings not just places of sickness and pain. The design solution should refl ect landmark quality, superior functionality and future interpretation, achieved through design excellence and innovation.
11
The Hospital Site
What really needs to be on the hospital site?
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, wayfi nding and people
fl ows; more effi cient uses of space on and off site will alleviate
these issues.
Impact of Technology Advances
The built form refl ecting 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.
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 fl oor.
Changes in Clinical Practice
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
effi cient 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
fl exible 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.
The Healing Environment
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 refl ect the desires of the
patient, their families and the public at large.
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.
Hospitals should be ‘normal’ public buildings not just locations of
sickness and pain.
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.
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.
Our conceptual planning and design process provides the
fl exibility to explore and deliver any relevant new ideas, for
example, access to services for the disadvantaged or at-risk
individuals or groups, specifi c local environmental concerns,
or confi guration issues raised by in-house service providers or
support staff.
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.”
WOODHEAD THOUGHT LEADERSHIP
...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.”
13
Flinders Centre for Innovation in CancerAdelaide, South Australia
It is unique in its strategic focus on the scientifi c pursuit of novel
preventative and screening detection strategies, the translation
of these into community and clinical benefi t, and the provision of
multidisciplinary cancer care at all stages from health, through
diagnosis, treatment and end-stage disease.
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.
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 fi ndings into clinical practice. The atrium provides
connectivity between the research and clinical fl oors.
The ‘Northern Wing’ consists of research laboratories and offi ce
accommodation for clinical trials nurses and oncologists. The
‘Southern Wing’ accommodates the Cancer Clinic and the Day
Treatment suites. The ground fl oor encompasses a multi-purpose
lecture/function area with patient education facilities.
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.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Client Flinders Medical Centre Foundation
Location Adelaide, South Australia
Completion 2012
Project value $29m
Project size 6,000m2
Floors 4
15
The ‘Northern Wing’ consists of research laboratories and
offi ce 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 fi rst 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
PORTFOLIO PROJECT EXPERIENCE
Designing to connect research and treatmentFlinders Centre for Innovation in Cancer Care, Adelaide, South AustraliaThis article was fi rst published in Architecture & Design, October 2012, written by Paula Nagel and Richard Evans for Woodhead.
Images: Steve Rendoulis Photography
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 fi ght 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 fi rst 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.
Head 20 minutes due south of Adelaide CBD towards the beaches and you’ll pass a large hospital and university on the left. The fi rst 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.
17
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 fi nding 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.
And thus, the change afoot at Flinders.
“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.”
Openness is all here and the FCIC has been put together with the
idea of everyone mixing in.
“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 fi rst rate grants and fi rst 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 fi nd 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
infi nitum, 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-fi ve 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.
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.”
Head inside today and the integration is an experience in itself, the
sole staircase, wide and timber, snaking up and around the four
fl oors, a navigation aid and tour of almost everything the centre
has to offer.
There’s a giant glass meeting room slap bang in the centre of
the upper fl oors and, downstairs, a T-bar franchise with all profi ts
given over to the FCIC. A lecture hall next door doubles as a yoga
suite. Wellness facilities are on the menu too.
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 fi ght all
are united against.
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 fi nished, just shy of 6,000 square metres and
at a cost of $29M all told. Offi cial 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 fi tting 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 effi cient 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 fi rst but the Flinders medical world is now fi rmly
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.
WOODHEAD THOUGHT LEADERSHIP
The fi rst Australian healthcare facility to achieve the Green
Building Council’s 5 Star Green Star ‘As Designed’ and ‘As Built’ rating signifying Australian Excellence.”
19
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.
The fi rst 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.
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 fl oor’ 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.
Flinders Medical Centre New South WingAdelaide, South Australia
Woodhead is part of the design team responsible for the redevelopment of the Flinders Medical Centre in Adelaide, the fi rst Australian healthcare facility to achieve the Green Building Council’s 5 Star Greenstar ‘As Designed’ and ‘As Built’ rating signifying Australian Excellence.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Client Flinders Medical Centre Foundation
Completion 2009
Project value $153m
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
The Woodhead designed Flinders Medical Centre – New South Wing in Adelaide has been awarded a 5 Star Green Star – Healthcare Design v1 Certifi ed Rating from the Green Building Council of Australia which represents “Australian Excellence” in environmentally sustainable design. This is the fi rst project in Australia to be certifi ed under the Green Star Healthcare certifi cation. 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 signifi cant 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 identifi ed 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 effi ciency of the FMC Campus, and in
the case of the New South Wing, the “outstanding” performance
Leading in the development of Healthcare Green Star Certifi cationFlinders Medical Centre New South Wing, Adelaide, South Australia
21
objective was to build a facility 45% more energy effi cient than
the 2000/ 2001 level of energy effi ciency 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 fl oor distribution boards
on each fl oor. 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.
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 ineffi cient building usage and may identify
areas of high consumption and therefore possible targets for
energy savings.
Key components to achieve energy savings include:
Air conditioning
An energy effi cient 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 effi ciency 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
Hot Water
A signifi cant 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:
− purpose designed external fi xed shading devices to maximise light
penetration while minimising solar heat gain
− high effi ciency glazing throughout, including double glazing with
integral venetians and Evergreen glazing
− building envelope with high thermal performance and suitable
insulation levels
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 ineffi cient building usage and may identify areas of high
consumption or leakages and therefore possible targets for water
saving.
− Rainwater harvesting from the roof of part of the existing hospital
and from the New South Wing is stored in large tanks under the
building, and is used for toilet fl ushing and fi re testing.
− 4 star + WELS rated tapware, showerheads and toilets specifi ed.
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 fl oor coverings meet benchmarks
for low VOC’s (Volatile Organic Compounds)
− Formaldehyde minimisation for all composite wood products
− Provision of adequate spaces for refl ection and respite for staff,
visitors and patients
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.
The Green Star – Healthcare v1 tool can help owners and
operators of healthcare facilities around Australia to:
− minimise the environmental impact of their buildings
− improve patient health outcomes and staff productivity
− receive recognition for green leadership
− achieve real cost savings.
WOODHEAD THOUGHT LEADERSHIP
The design provides for maximum fl exibility over the
25 year concession period, allowing expansion, re-confi guration, and response to its environment.”
The Royal Women’s Hospital, one of Australia’s newest state-of-the-art hospitals, focuses on the provision of medical services specifi cally for women and their newborn babies.
Royal Women’s Hospital Melbourne, Victoria
A Public Private Partnership, the project was required to be
effi cient, contemporary, innovative and sustainable. The hospital is
designed to allow maximum fl exibility over the 25 year concession
period, allowing expansion, re-confi guration, and responds to its
environment. These design practices and innovations demonstrate
the Royal Women’s Hospital’s reputation as a leading international
healthcare facility.
Woodhead collaborated with Design Inc Melbourne, working
together as part of the PPP team, lead by Bilfi nger Berger. The
collaborative partnership provided architecture and interior
services for the 160 bed public hospital and additional 60 bed
private hospital. Both design fi rms brought expertise and skills into
the mix to create a holistic approach to the project.
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 specifi c client
brief whilst retaining the core project values of;
− Provision of a patient-focused ‘non clinical’ environment refl ecting
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
− Effi cient, value driven outcome - intelligent balance between
competitively set parameters and sustainable ‘whole of life’
approach.
23
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Design Team Woodhead in association with
Design Inc Melbourne
Client Public Private Partnership -
Bilfi nger Berger
Completion 2007
Project value $250m
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
Design Approach
The briefi ng team interviewed over 1,000 women representing
the diverse ethnic and cultural background of the patients who
would be visiting the hospital (with signifi cantly 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 fi ve 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 fl oor 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-fi nding, both vertically and
horizontally. The narrow span of each wing allows deep daylight
penetration into individual rooms, wards and communal spaces.
The ground fl oor entry welcomes visitors into an open plan
foyer and features public art sculptures refl ective of the hospital
clientele. A generous fi ve storey atrium provides light as well as
acting as a way-fi nding 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 effi cient 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 fl exible departmental layouts and occupancy. Decentralised
plant rooms create fl exible reticulation to meet current and
projected needs and the ability to reconfi gure whole or part fl oors
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 effi cient planning, value for money materials
and an effi cient delivery process.
The hospital is designed to provide improved conditions for
patients, staff and visitors. The design programme pre-dated
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 fl oor plates/ natural ventilation/ optimum natural light/ use
of thermal mass inertia
− Reduced stress through intuitive wayfi nding, separation of visitor/
staff circulation, separation of pedestrian/vehicular traffi c
− 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;
− “this project has exhibited a very high level of partnership that has
materially contributed to [its] success;
− the absolute minimal variations to the scope of works for a major
project is worthy of note; and
− the transition and commissioning planning by all parties is an
excellent demonstration…”
The Royal Women’s Hospital is situated within a precinct of
medical service providers creating an unmistakable health
precinct marker/gateway to the CBD. Completing this synergistic
relationship is the University of Melbourne’s BIO21 Molecular
Science and Biotechnology Institute, and the iconic 1940’s
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
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 refl ect 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
fl at 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;
− multiple, pedestrian-friendly entries and connection bridges,
− access from underground parking, and
− patient-care nodes forming narrow wings above the atrium
providing optimum nursing units, shared support zones, intuitive
way-fi nding and clinical zoning.
The hospital foyer is accessed via a ‘hotel’ style vehicle drop-off
and pickup area, with direct pedestrian access at two levels.
The lower level is accessed via the vehicle zone while the upper
level, Ground Floor, is approached through the main lobby with
receptions for both the Royal Women’s Hospital and Frances Perry
House - the private obstetric and surgical hospital located on
levels 6 and 7.
27
PORTFOLIO PROJECT EXPERIENCE
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 fi lled space, applies rich sensual fi nishes
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-fi nished 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 fi rst ‘displacement air’ system in Australia, 100% fresh air,
infection control. This was in fact a world fi rst 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, fi ve underground parking levels and
challenging interface with the existing hospital, through effi cient
planning, value for money materials and effi cient delivery process.
At $250m, this equates to $5,000/m2 and $1.5m/bed.
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 effi cient planning, value for money materials and an effi cient delivery process.”
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.”
29
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.
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.
The Ipswich Hospital expansion project includes a signifi cantly
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 proofi ng considerations have been incorporated into the
master plan including;
− Strengthening footings to allow for more fl oor 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.
Additional planning is already underway to determine the future
service profi le and infrastructure requirements beyond the
expansion to cater for future needs of the area.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Client QLD Health
Completion 2013
Project value $129m
Scope Additional 84 beds
Expanded paediatric emergency services
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
31
Hornsby Ku-Ring-Gai Hospital RedevelopmentHornsby, 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;
− 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.
The surgical services buildings are designed with shell space
on the ground and fi rst fl oor to accommodate future hospital
expansion. ‘Systemised design’ principles are employed
throughout the project to facilitate rapid construction as well as
future fl exibility.
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.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Client Health Infrastructure - NSW Health
Completion Expected 2016
Project value $123m
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
33
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.
Hardened and Networked Army Edinburgh Defence Medical Facility Edinburgh, 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 innovative project creates a new benchmark for facilities
for the Army to meet evolving demands of potential operational
environments, technological change in the training and
prosecution of confl ict and emerging social attitudes towards
treatment of personnel and their families The project drove a
generational redevelopment of RAAF Base Edinburgh giving rise to
the planning, urban design and site infrastructure commensurate
with a 21st Century Defence facility.
The project includes over 50 new buildings, designed to refl ect
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.
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 fl agship 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:
− Defence Science and Technology Organisation
− RAAF Base Edinburgh
− New facilities for the 1,100 strong 7RAR Battle Group.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Client Australian Department of Defence
Completion September 2012
Project value $623m (entire master plan project)
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
35
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.
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 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).
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.
A functional yet exciting design, the facility’s architecture meets
Australia’s most stringent cyclone design standards.
The campus is a collection of simple yet refi ned 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.
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.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
This project will enhance the quality of local health care
and deliver a signifi cant jobs boost to the region.”Thiess Executive General Manager Construction
Ric Buratto
37
Associated with this project is a hospital-wide master planning
project to identify and plan for future development of the hospital.
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.
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.
Logan Hospital Emergency Department ExpansionLogan, 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.
Client QLD Health
Completion Expected 2015
Project value $143m
Project size 10,000m2 new work
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Project Name, Location, State, Country Flinders Centre for Innovation in Cancer, Adelaide, South Australia
02Clinics and Medical Centres
Woodhead Project Experience
This clinical built environment is designed with inherent fl exibility,
modularity and standardisation to ensure that staff can easily adapt to work practices across all three sites.”
41
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
The 1,200m2 tenancy space on Level 4, within the Woodhead
designed ‘PACE’ building at Annerley, was completed in
September 2010.
The fi tout applies ‘evidence based design’ to create a superior
healthcare environment, including;
− 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 fl exibility,
modularity and standardisation to ensure that staff can easily
adapt to work practices across all three sites.
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.
Client Capital Insight Project Management
Completion September 2010
Project size 1,200m2
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
The $26.5 million Centre offers high quality and well co-
ordinated primary health care services in modern, accessible and family-friendly surroundings.”
Client Southern Adelaide Health Service
Completion 2011
Project value $26.5m
Project size 5,300m²
43
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
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 briefi ng
and concept design, structured facilities planning processes,
master planning and site planning, Environmentally Sustainable
Design.
Experience: Health facility planning and design, corporate offi ce
planning and design, urban design and consultation experience.
Innovative Design Adding Service Delivery: Planning
solutions that allow a large fl oorplate to provide service delivery
zones for different user groups without compromising long term
fl exibility.
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 fl oorplate to
provide service delivery zones for different user groups without
compromising long term fl exibility.
Marion GP Plus Health CentreMarion, 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.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
All patients receive a high quality, best practice, patient
focused and effective care in a comfortable environment which minimizes fear and maximizes personal dignity.”
45
The redevelopment also includes a major replacement and
upgrade of the existing infrastructure which will reduce energy
costs and greenhouse gas emissions.
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 effi cient 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 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 fi rst 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.
Flinders Medical Centre - Cardiac ClinicAdelaide, 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.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Client Department of Health, SA
Completion 2010
Project value $4.9m
Floors 1
The GP Super Clinic has been designed to reinforce the
state of the art, complex and advanced health care model developed by UQ Health.”
47
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 fi tted 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.
Ipswich GP Super ClinicIpswich, Queensland
GP Super Clinic - University of Queensland Ipswich Campus was successfully completed in December 2011.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Client University of Queensland Health Care /
Capital Insight
Completion 2011
Project value $3m
Project size 750sqm
Floors 1
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Project Name, Location, State, Country GP Super Clinic Annerley (PACE), Brisbane, Queensland
03Mental 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
51
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-Profi t Clients: We have done work
for government organisations, for private for profi t and not for
profi t 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.
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.
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
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.”
53
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.
Staff Stations have been designed to allow maximum yet
unobtrusive observation of all open ward spaces and corridors.
These spaces refl ect 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.
Logan Hospital Adult Acute Mental Health UnitLogan, Queensland
Woodhead was commissioned to design and document a 25 bed expansion of the existing Mental Health Ward at Logan Hospital.
Client Project Services
Completion 2013
Project value $14.4m
Size 2,270m2
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
53
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
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.”
55
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.
The 2 level facility will provide up to 8 inpatient accommodation
places and a day activity centre for 18 out patients.
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.
Townsville Hospital, Child and Youth Mental Health Unit Kirwan Health Campus, Queensland
Client Queensland Health
Completion August 2013
Project value $13m
Floors 2
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Project Name, Location, State, Country Pharmacy Australia Centre of Excellence (PACE), Brisbane, Queensland
04Health Education Facilities
Woodhead Project Experience
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.
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 in Health and Laboratory Design Woodhead Thought Leadership
59
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 refl ect 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 effi cient.
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 fi t-for-purpose. Precise
monitoring and control of what is built makes the task of planning
and designing laboratories an onerous one.
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.
The confi guration 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 fl exibility 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 fl ows 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
classifi cation 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 fi nd successful laboratory
solutions.
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.
WOODHEAD THOUGHT LEADERSHIP PORTFOLIO THOUGHT LEADERSHIP
An overall design response of ‘fl exibility and more fl exibility’
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
61
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-of-
the-art scientifi c, 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 fi g tree. The tree was salvaged from another
location on site where building works took place.
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.
Pharmacy Australia Centre of Excellence (PACE) Brisbane, Queensland
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
63
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.”
PORTFOLIO PROJECT EXPERIENCE
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’.
Signifi cant 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 offi ce, 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 “fl exibility and more fl exibility” to allow for growth and
retraction of the changing needs of the pharmacy, biotechnology
and other industry tenants.
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 fl oor 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.
Appropriate use of sun shading makes the work spaces glare
free and reduces the pressure on the air conditioning system.
The number of fl oors, 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
artifi cial 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 fl ammable 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.
PORTFOLIO PROJECT EXPERIENCE
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 Barney Glover, Charles Darwin University Vice-Chancellor
65
“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.
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 fi rst
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 buildings display a defi nable Territory and Indigenous visual
context. All dedicated spaces fl ow out onto landscaped courtyards
providing access to both indoor and outdoor learning spaces.
Every effort was made to ensure the buildings are energy effi cient
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.
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.
PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE PORTFOLIO PROJECT EXPERIENCE
Client Charles Darwin University
Completion June 2011
Project size 4,200m2
Project Name, Location, State, Country Flinders Medical Centre New South Wing, Adelaide, South Australia
05Our Commitment
Woodhead Process
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 fi nal EMS ISO 14001:2004 certifi cation 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 fi rst 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 signifi cant 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 benefi ts and outcomes. These outcomes are balanced
between environmental, social and economic benefi ts.
Environmental Sustainability and InnovationWoodhead 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 refl ected in our commitment to environmental, social and economic sustainability.
69
WOODHEAD ENVIRONMENTAL SUSTAINABILITY
Woodhead are increasingly raising the sustainability value in all
of our projects – we believe that every client should benefi t from
improved building performance, improved user comfort, and
reduced environmental risk.
Woodhead ‘ESD Performance Targets’
The ESD Performance Targets work together with a defi ned set
of ‘ESD Essential Requirements’ to capture additional initiatives
to lower the overall environmental impact of the building during
design, construction and operation.
Energy
− Achieve a 20% improvement on the minimum energy effi cient
performance requirements using either one of the Verifi cation
Methods (Stated Values or Reference Building) described in
Section J of the Building Code of Australia (BCA).
− The 20% improvement target is generally consistent with the
minimum 4.5 star NABERS rating for commercial offi ce buildings.
− A building meeting the minimum BCA energy effi ciency
requirements should achieve an approximate 3 star NABERS
rating.
− A 4.5 star NABERS rating represents an approximate 20% to 25%
improvement compared to a 3 star building.
Water
− Achieve a 30% reduction in potable water consumption compared
to a design reference building.
− NSW: the residential planning scheme (BASIX) sets a water target
of 40% reduction compared to average water consumption. This
is calculated using a complex web based database.
− The simple method for calculating the water target is described in
the Defence Water Target Calculation Methodology document.
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 landfi ll);
and
− destination and/or name of recycler/waste hauler.
Soil stockpiled on site for reuse as fi ll shall not be counted in the
calculation of waste. The defi nition and calculation of waste shall
be in accordance with the current Green Star Technical Manual.
Woodhead has developed a set of ‘ESD Performance Targets’
that are quantifi able measures relating to the assessment and design resolution of energy, water and materials in our projects.
Example ESD Essential Requirements
Energy
Appliances shall meet the following minimum energy effi cient
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.
Water
All taps, toilet, showers and appliances shall have a minimum AAA
rating or equivalent star rating.
Materials
− All refrigerants and insulation shall have an Ozone Depletion
Potential (ODP) of zero.
− All timbers shall be sourced from either post consumer reused
timber or from plantations complying with the Australian Forestry
Standard.
− All internal paints shall be low Volatile Organic Compound (VOC)
(g/litre).
− No PVC products shall be used in fl oor coverings (unless there is
no other alternative).
− A dedicated storage area shall be provided to allow segregation
and collection of recyclable waste generated during occupancy of
the building.
BIM CommitmentWoodhead Thought Leadership
Building: An information rich digital prototyped building.
Information: Addition and inclusion of valuable building information to the model.
Modelling: Form and function with pre-planned intent.
Woodhead is committed to the continual improvement and up-
skilling of our team with the latest documentation and visualisation
technology. Our teams are fl uent in CAD and BIM authoring and
coordination technology, specialist graphic design and publication
packages and traditional administration processing tools.
The implementation of BIM (Building Information Modelling) tools
and processes have made it possible to better streamline work
fl ows 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.
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 specifi c needs.
At Woodhead, the adoption of BIM tools and processes is now our
predominant and preferred method of workfl ow 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 confl icts on site through clash detection and
comprehensive scheduling and data reporting during the design
process.
71
WOODHEAD QUALITY AND TECHNICAL CAPABILITY
BIM lessons we have learned
− Technology... BIM is a process with effi ciencies available through
planning of clear workfl ow 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 Certifi ed by Australian Standards
Woodhead operates a certifi ed Quality Management System
which complies with the requirements of ISO 9001:2008, across
Woodhead Studios covered on the Certifi cate. 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 certifi ed in fi ve 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-specifi c 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 offi ce checking the effi cient management of quality
– both in process and fi nal product - throughout the company.
All staff have equal access to quality-related resources over a
company-wide Intranet.
Woodhead has pioneered BIM as a key platform in the
delivery of a range of large-scale facilities in Australia over the last fi ve years. We believe that now is the time to make further advancements in the application of these tools to realise the next generation of benefi ts for our clients.”Jason Howden, Woodhead Group BIM Manager
Join us on
www.facebook.com/woodheadarchitects
Join us on
www.twitter.com/WoodheadArch
Link with us on
www.linkedin.com/company/woodhead
www.woodhead.com.au
Follow us on
www.pinterest.com/woodheadarch
Commercial | Education | Health | Hospitality | Industrial | Residential | Retail | Transport | Workplace
ContactGavin Adams
Director
Health Portfolio Leader
T +61 7 3221 1333
D +61 7 3182 3522
M +61 414 764 758