Woodhead Health Portfolio Statement

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.

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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

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2 Victoria Avenue, Perth, WA

Southern Cross University, Building A, Gold Coast Campus, QLD

Community CPS, Adelaide, SA

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INDUSTRIAL

HEALTH

HEALTH EDUCATION

TRANSPORT TRANSPORT

RETAIL

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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

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WOODHEAD KEY PROJECTS

Woodhead works across several key portfolios, including;Commercial, Education, Industrial, Health, Hospitality, Residential, Retail, Transport, and Workplace.

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10RESIDENTIAL

HOSPITALITY

WORKPLACE

COMMERCIAL

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Life enhancing design has the greatest benefi t to patient wellness.

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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.”

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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

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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.

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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.”

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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

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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.

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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.


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.”

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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.


Client Flinders Medical Centre Foundation

Completion 2009

Project value $153m


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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

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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.


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


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


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


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.


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.


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.


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.


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


Project Name, Location, State, Country Flinders Centre for Innovation in Cancer, Adelaide, South Australia

02Clinics and Medical Centres


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



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


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.


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.


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.


Client University of Queensland Health Care /

Capital Insight

Completion 2011

Project value $3m

Project size 750sqm

Floors 1


Project Name, Location, State, Country GP Super Clinic Annerley (PACE), Brisbane, Queensland

03Mental Health Facilities


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.


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


53


The facility’s design balances the need for a recognisable

street presence with the residential scale inpatient and outpatient facilities. The young patients will have the use of indoor and outdoor garden court facilities offering a wide range of therapeutic activities.”

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


Project Name, Location, State, Country Pharmacy Australia Centre of Excellence (PACE), Brisbane, Queensland

04Health Education Facilities


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


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


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.”


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.


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.


Client Charles Darwin University

Completion June 2011


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

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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

E [email protected]

Documents

Woodhead Health Portfolio Statement