Broken Hill Central Power Station

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Business Plan developed for the Broken Hill City Council for the development of their disused central power station

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Broken Hill Central Power Station

  1. 1. The University of SydneyArchitecture and EnterpriseProjects for the Broken Hill Film StudioThe Faculty of Architecture, Design& Planning & the Business School
  2. 2. The publication of this book has been aided by The University of Sydneythe University of Sydney: Architecture and EnterpriseFaculty of Architecture, Design and Planning, the Projects for the Broken Hill Film StudioBusiness School and the Broken Hill City Council.Copyright 2012 by the University of Sydney The Faculty of Architecture, Design & Planning & the Business SchoolAll rights reserved, no part of this publicationmay be reproduced, stored in a retrievalsystem, or transmitted, in any form or by anymeans, electronic, mechanical, photocopying,recording, or otherwise, without the prior writtenpermission.All images and diagrams are the original worksof students.Grpahic Design:Lilian Tuohy MainEditing Team:Kevin LiuLilian Tuohy MainShuang WuWith additional help from:Michael TawaRichard SeymourMegan Donnelley
  3. 3. WE WISH TO ACKNOWLEDGE THE TRADITIONAL CUSTODIANS OF THE LAND ON WHICH THISPROJECT TOOK PLACE, THE BARKINJI PEOPLE. WE ALSO WISH TO PAY RESPECT TO THE ELDERSBOTH PAST AND PRESENT.1.0 INTRODUCTION 72.0 BACKGROUND TO PROJECT 133.0 PROPOSAL ONE ART SPACE BROKEN HILL 234.0 PROPOSAL TWO MINERAL AND MINING CULTURAL CENTRE 355.0 PROPOSAL THREE FILM STUDIOS 496. 0 PROPOSAL FOUR FILM TOURISM 577.0 APPENDIX ACKNOWLEDGEMENTS 68
  4. 4. F R O M P R O F E S S O R M I C H A E L TAWA & D R R I C H A R D S E Y M O U RThis project was supported by the The University of Sydneys Strategic Teaching Enhancement students’ creativity and analyses. Our visit was enriched by the many generous locals we met, andProjects, and involved faculty and students from The Faculty of Architecture, Design and Planning we are grateful for your contribution to the success of the unit of study. On reflection our two weeksand The Innovation & Enterprise Program at the Business School. The project was first conceptualised in Broken Hill were too short, and so we look forward to deepening our involvement with ongoingin 2010, when we met and worked together in Alice Springs. project work. We hope that our learning will continue to support your local visions for growth and renewal.We knew that there were a rich vein of potential projects that could be mined by combining our skillsin design and architecture with business and entrepreneurship. Michael was seeking to challenge Thanks go to the 22 architecture and business students who played the major part in the success ofhis students to be actively engaged with community needs and opportunities. Similarly, Richard this project. You have exciting careers ahead of you, and we wish you all the best of luck in the future.was seeking to challenge his students to be deeply embedded in the context of entrepreneurship, Special thanks also to the people who pulled this together, including Debra Jones & UDRH Brokenand expose them to the complexities and realities of new business development. We wanted to Hill, Andrea and Lydall Roberts & Broken Hill City Council, and Megan Donnelley & Remote and Ruralprovide our cohorts the opportunity deliver practical and valuable contributions to communities and Enterprise. We also gratefully acknowledge the generous support from The University of Sydney’sbusinesses (be they commercial or social enterprises). But above all, we were both keen to ensure our Strategic Teaching Enhancement Projects and the Broken Hill City Council. Finally, thank you Kevinstudents were jointly engaged with problem-based learning, knowing it would provide a rich and Liu, Lilian Tuohy Main, and Shuang Wu from The Faculty of Architecture, Design and Planning for yoursafe environment in which our students could develop their functional knowledge (such as design, work to document the project outcomes.finance and marketing), social skills (including communication and negotiation) as well as theirpersonal attributes and dispositions (such as social awareness, curiosity, passion for excellence etc.). We look forward to our next collaboration.This collaborative project delivered the opportunity to do all of the above. More importantly, it also Professor Michael Tawa, Lecturer in Architecture: History and Theoryprovided a wonderful opportunity for us to learn together. In essence, it allowed us to combine the Dr Richard Seymour, Program Director Innovation & Enterprise,entrepreneurial understandings of exchange with the architectural understandings of space. Our The University of Sydney Business Schoolstudents were required to better understand the architectural approaches to design and development,as well as the entrepreneurial approaches to business development. They also witnessed how theseapproaches must combine if we are to realise change.Having teams of architecture and business students working together was not without its challenges.Fortunately these problems were minor, perhaps because there was so little opportunity for ‘group-think’ and so much demand to share the different ‘ways of seeing’ the problem before us. We allbenefitted from the tensions between expansive thinking and practical constraints.Though we were working to tight deadlines and were limited by available resources, we consider thefour design master plans and four business plans delivered to our client (The Broken Hill City Council)to be of high quality. From this short publication we hope that you will enjoy exploring some of the Students gather around for a group photo outside the Civic Centre, July 2012
  5. 5. A P E R S P E C T I V E F R O M B R O K E N H I L L C I T Y CO U N C I LThe mission for the students was to deliver sustainable and integrated business and architecturalplans for Broken Hill Studios; a captivating 2.5 hectare precinct set to become an economic andcreative hub, pivotal to the future of Broken Hill.Building on existing plans and data the students took care of the vision that this community hasdefined for the site. They heard the local stories and delivered outcomes that were entrepreneurial,enterprising and innovative. Outcomes anchored in our core brand values to be awe-inspiring,humanistic, open, original and fearless.Importantly, their fresh and creative vision resonated with this precinct, which speaks of unlimitedpotential and is so physically defined by its historic infrastructure set against the Line of Lode.This ambitious project is the first tangible realisation of the Memorandum of Understanding signedbetween Broken Hill City Council and the University of Sydney.The project outcomes will continue to be of value as we attract increasing interest in the site. Andrea Roberts Manager Economic Development Broken Hill City Council [BHCC]
  6. 6. RARE REFLECTIONS ON BROKEN HILLThe Remote and Rural Enterprise (RARE) Program facilitates two-way learning experiences forpostgraduate students at The University of Sydney. It aims to support entrepreneurship teachingand learning in a way that also benefits remote and rural enterprises and their communities.Entrepreneurship is a powerful vehicle for generating change and value (whether that be pecuniary,social, cultural or environmental). It is empowering, for both students and communities, and has thepotential to address many of the challenges in remote and rural Australia.Entrepreneurial learning does, however, require additional support and collaboration, and cannot belearnt through traditional classroom methods of teaching. Since 2011, RARE has facilitated scores ofvisits to allow students to experience first-hand the challenges and opportunities facing remote andrural Australia, and to ensure they can contribute to the sustainable development of local enterpriseinitiatives. RARE and her supporters provide the additional resources, know-how and structures toensure student engagements are valued by remote and rural enterprises.This multidisciplinary cohort was RARE’s largest engagement (our typical engagement sees teamsof two students working with local enterprises). As such, it posed many challenges for both studentsand the Broken Hill community. We embraced this as a fantastic learning opportunity for the Program,gaining experience and insights into the coordination, planning, and support required by a largermultidisciplinary cohort. The overall success of the engagement was ensured by the high calibre ofthe students selected, the experience in community-engaged teaching held by Prof Tawa and DrSeymour, and the vision, flexibility and support offered by the Broken Hill City Council.I would like to thank everyone who made this project a success, and hope that this will be the firstof many ‘large scale’ cross-disciplinary projects. I am pleased that RARE could play its part in thiscommunities of learning, and look forward to our ongoing engagements with enterprises andcommunities in the region, and with multiple faculties across the university. Megan Donnelley Remote and Rural Enterprise Program Coordinator USYD Business School
  7. 7. B A C K G R O U N D TO P R O J E C TThe Broken Hill Film Studio project was set up in 2012 between the Broken Hill City Council, theFaculty of Architecture, Design and Planning and the Business School of The University of Sydney. Itforms part of a wider institutional engagement in the region by The University - in particular throughthe work of The Broken Hill University Department of Rural Health; but now extending by way of arecently signed Memorandum of Understanding between the University and Broken Hill City Councilto develop engagement and research projects of mutual benefit. The project was supported by theThe University of Sydneys Strategic Teaching Enhancement Projects.The aim of the project was to explore design options and feasibility studies for adaptively reusingthe obsolete Line of Lode power station and site in south Broken Hill. The intention was to reuse thesite, but also to generate new business activity on that site. For the Faculty of Architecture, Designand Planning and the Business School, the project offered an opportunity to establish a new, cross-disciplinary educational setting for community engaged, real-world, problem-based learning that israre in mainstream architectural and business education. These two objectives – pedagogical andprofessional – provided the framework for the project, whose key objective was to investigate waysof building financial, vocational and regional capacity through the proposed Broken Hill Film Studio.Architecture and Business students were organized into collaborative groups of four to undertake theproject. After two short orientation sessions at in Sydney, students spent ten days in the Silver City andworked intensively to investigate, test and make propositions based on the Council’s brief. Severalconsultations with individual and groups enabled students to appreciate in detail the design, site,social, vocational, touristic and economic contexts for the project. Students mapped and surveyedthe site and buildings, spoke to local educators, artists and indigenous representatives and visitednumerous key tourist sites and museums.Students developed and collectively applied their disciplinary skills in architecture and business toaddress the brief. Each group prepared an architectural design master plan for the site and a businessplan for one of the four key components of the Broken Hill Film Museum: a film studio, an outback filmmuseum, a minerals museum and an educational and artists in residence facility. Four themes guidedthe work: sustainability, education, arts, and indigenous culture. Students presented their interim andfinal projects directly to the Broken Hill City Council and a panel of industry experts, receiving directfeedback. This book is a record of the four master plans and business plans produced by the students.
  8. 8. B A C K G R O U N D TO P R O J E C T ( CO N T. ) B A C K G R O U N D TO B R O K E N H I L LWe trust that the designs documented provide Broken Hill City Council with tangible visualisationsand projections of what the site could look; how it might be organized; how it might function; how itmight reach out into the community and create an inclusive facility for all; and how it might contributeto capacity building across the region. Though the business plans associated with the film studio, artspace, mineral and mining museum and film tourism are not presented in detail, we are confidentthat the work delivered to the Broken Hill City Council can be shared with future enterprises to createsignificant value for those businesses and the community.We hope this project will capitalise on the rich history and landscape of Broken Hill, and look forwardto developing the ideas presented in this manuscript. Broken Hill is a remote mining town on the border of New South Wales and South Australia; approximately six hours drive from Adelaide and 14 hours from Sydney. The first mine, Broken Hill Proprietary (now known as BHP Billiton) was established in Broken Hill in 1885 and helped catapult the region to the forefront of the mining industry. During the 1950s, the Broken Hill mining industry employed 6500 people and contributed to significant wealth of its residents. It is this very heritage that has made the town famous for being the birthplace of the Australian mining industry. Broken Hill now boasts a population of approximately 20,000, 35% of which are over 55 years of age. This ageing population has given Broken Hill its reputation of a retirement town, where 40% of the population receives government benefits including pension, newstart allowance, parenting payments and youth allowances. The dilapidated power station on Broken Hill’s south side presents a unique opportunity to transform the town into an extraordinary cultural and educational precinct for both tourists and locals. Approximately 12,390m2 in area, the enormous site is only 1.5kms from the city centre and is adjacent to the historic Line of Lode. The location of Broken Hill in presents a few geographical issues for the site and the council. The logistics of materials and access to specialised labour to such a remote destination is restricted. At the same time, Broken Hills isolation contributes to its identity and makes it unique in an increasingly globalised society.
  9. 9. AN OVERVIEW OF THE SITEThe location of Broken Hill presents numerous challenges for the design and entrepreneurialobjectives of the project. Some of these challenges include:Remoteness1200km to Sydney, 510km to Adelaide and 849km to Melbourne. The distance and central locality of Figure 1: Site AccessBroken Hill to key urban centres raises numerous considerations: + Centrally located, meaning Broken Hill can function as a ‘hub’ between various states and cities. + Broken Hill’s isolation is a major component of what makes it unique. In an increasingly globalized society, maintaining uniqueness is increasingly a priority. + The supply of materials to the site is more expensive. + Access to specialised labour and construction services is limited and must compete with local mining operations.The Landscape of Outback Australia + The harsh climate of the landscape will affect the durability of building materials. Figure 2: Sun Analysis + This should be taken into consideration when making choices about the materials to be used throughout the project. + The dramatic light conditions of Broken Hill should be utilised in the organisation and orientation of existing spaces and architectural interventions. + Access to water is another consideration. Implementing appropriate landscaping and conserving and storing water directly on site should be made priority. The implementation of sustainable water conservation strategies should occur early on in site development. Figure 3: WInd Analysis
  10. 10. A CITY DIVIDEDWithin the context of Broken Hill there is a distinct disconnection between the Northern and Southernsides of the city. This divide may be attributed to:1. Geographical DivideThe Line of Lode creates a topographic divide between the two sides of the city. This also disconnectsthe site visually. 12. Cultural ImbalanceThe majority of cultural organisations (museums, art galleries, cafes etc.) are located on the Northernside of the city.3. Insufficient Transport Linkages- Buses: Buses travel to the Southern side infrequently and along a single route. (This route does notpass or stop anywhere near the CPS site.)- Pedestrian: Distances between relevant parts of the city are too far to cover by foot.- Vehicle: There are only singular roads coming around to the Southern side4. Tourism ImbalanceAll tourist facilities are located on the Northern side of the city. Currently there is no primary attractionto bring tourists to the Southern side of Broken Hill.5. Health ConcernsPrevailing Southerly winds mean the Southern side of the city is more directly affected by the ffpollution generated from the operating mine. 2 CPS SITE 2 BROKEN HILL 2 ART EXCHANGE BROKEN HILL L 1 REGIONAL ART AR AR PRIVATE ART 1 GALLERY MUSEUMS GALLERIES N
  11. 11. A R T S PA C E B R O K E N H I L L Art Space Broken Hill focuses specifically on the use of the buildings on the site as the new campus for ART SPACE: Broken Hill, The Broken Hill Film Studios and the Broken Hill Museum of Heritage. The project takes inspiration from a number of international art and cultural precincts which have been instrumental in transforming the cities and communities they have been a part of. This summary outlines the process in which this master plan was developed. The project goals were informed by meetings with people actively involved in the art community of Broken Hill, people engaged in education at the local schools, the staff at the Broken Hill Regional Art Gallery and finally those who operate the private galleries that are so characteristic of the Broken Hill Art Community. An important part of the research process involved the study of numerous international art communities, which provided examples of where art and cultural precincts have had a positive impact on the local community around it. This has some bearing on the architectural response of the master plan as they provided clues and precedents which were then used to help define a brief that would later be developed on in the master plan. Following on from that was an analysis of the unique urban character of the site and places the project in the context of Broken Hill in terms of social, economical and architectural issues. Due to the rural and distant nature of the site, these were important in developing an appropriate response. The three prevailing themes of the project can be summarised as thus: concentration of spaces, programmatic flexibility, and sensitivity as a response to heritage. The proposal is broken up into three precincts which are then each broken up into 3 construction stages. THE ART PRECINCT TEAM Architecture Students: Yuliya Chistyakova, Kevin Liu, Lilian Tuohy Main Business Students: Tom Tramby, George HokhlovFig 1. Rendered impression of internal art space.Station A as an artists incubator.
  12. 12. DEFINING A BRIEF FOR THE CPSBroken Hill City Council’s overarching objectives are clearly stated in their call for expressions ofinterest in the Broken Hill Film Studios and other investment related opportunities.“BHCC’s overarching objective is to utilise the Broken Hill Studios in an economically and sociallyproductive manner. This will be done by attracting appropriate interest and investment in the furtherdevelopment, management and operations of the precinct.”BHCC Expressions of Interest DocumentARCHITECTURAL OBJECTIVES Foster local, national and international talent while utilising Broken Hill’s unique desert, mining and rural character. Provide a physical location for the collaboration of different disciplines of creative practice. With the inclusion of an on site art library and Indigenous archive, we aim to promote education and research in the arts with an emphasis on conserving and preserving Broken Hills natural and cultural heritage.BUSINESS OBJECTIVES Continue the redevelopment and rejuvenation of the Broken Hill Studios and precinct site. Provide economic and wider follow-on social benefits to Broken Hill, its community and the wider region. Be integrated and coordinated with broader efforts and related opportunities to continue to promote Broken Hill as a thriving tourist and cultural destination, drawing on the area’s unique heritage and environment.
  13. 13. A R T S S PA C E B R O K E N H I L L MH PRECINCT 3BH Broken Hill Museum of HeritageFSBH PRECINCT 2 T Broken Hill Film StudioASBH PRECINCT 1 Art Space Broken Hill
  14. 14. F I N D I N G F E A S I B L E S T R AT E G I E S Our business plan explores the commercial feasibility of the proposed Broken Hill Art Space (BHAS) as a development within the Broken Hill Central Power Station (CPS) Site. Broken Hill is a highly cultured town with a wide variety of artistic opportunities and unique landscapes. The art scene in Broken Hill is healthy, with the town boasting more galleries than pubs. Broken Hill has a rich art making history with strong links with prominent Australian artists such as Pro Hart, Julie Hart, Howard Steer and the members of the Brushmen of the Bush. Broken Hill also has an existing art exchange program and the region also boasts several existing art retreat programs through initiatives with UNSW at Fowlers Gap. The rationale behind the facilities at the proposed BHAS is the generation of an environment where everything that is needed can be conveniently located on site. The key value proposition is that of convenience, so the artists are able to concentrate on their work. The vision is to combine rural getaway accommodation with art education workshops to create a unique space where artists can live, relax, work and finally exhibit their works. The main market segment for the proposition is made up of students. We have also proposed a scheme of governance to account for the management of the precincts facilities and activities. A scheme of governance is highly important in making sure such a complex precinct runs well and is sufficiently financed.ARCHITECTURE
  15. 15. TRUST/BHAM BHAS MUSEUM OF FILM STUDIO HERITAGEFig 1: Site Governance Structure (BHAS= Broken Hill Art Space) DIRECTOR STRATEGIC ADVISORY MARKETING CURATOR PROGRAM BODY PUBLIC ARTIST EDUATION & PROGRAMS PROGRAMS OUTREACH 2 WEEK EXHIBITION RESIDENCY COURSE HALL DAILY SITE ACADEMY COURSES TOURS PUBLIC ARTS INDIGENOUS PROGRAM STUDIESFig 2: BHAS Governance Structure & Programs
  16. 16. SMALL APPROACHES / BIG IDEASTypical 6 bed student dormEach bay in the annex will beconverted to 6 bed dorms for CONCENTRATED SPACESstudent accommodation. The A SUSTAINABLE APPROACH TO THE CPS SITEexisting Concrete rooms whichpreviously housed cooled air willbe converted into a bathroom andprovide shower and toilet facilitiesto each bay. It is evident that resources, both economic and environmental are limited. By concentrating’ spatial elements, internally and externally, the site can be developed and function in a sustainable manner.The existing steel ladders willbe retained for access to theconcrete roof above for additionalworkspaces. Strategies of Concentration include:A short verandah with stair accessto the gardens in front is also 1. Concentrated Landscaping:provided. Remediation of the heavily polluted site will be a costly and time consuming procedure, thereforeExternal blinds are used during this requires a targeted architectural response. If emphasis is placed on smaller areas that are thenthe summer months to reducesolar heat gain during the day. developed to a higher quality, the overwhelming task of total site remediation is diminished. TheOtherwise during winter, theexpanse of glass provides warmth Inujima Art Project in Japan provides an example of how remediation has been achieved throughand sunlight during the colder architectural intervention. By restricting the amount of land dedicated to landscaping and using onlymonths. native, arid-landscape appropriate vegetation, water can also be conserved. 2. Limiting the number of new architectural interventions: Rather than designing new elements for the site, the strategy is to ‘work into’ the existing buildings. This saves both on material and construction costs while also preserving the strong character of the site. 3. Incorporating internal ‘hubs’ in the internal spaces of buildings: The sites overwhelming scale places its vitality at risk. If activity is distributed throughout the entireTypical artist studio / residence site, the energetic atmosphere of spaces would be threatened. For this reason internal ‘hubs’ haveThe remaining 4 bays will thenbe converted into self sustaining been designed to concentrate people and activity in smaller spaces that function at a more humanartists residences. Studio scale.accommodation is provided withinthe concrete rooms.Workspaces in the basement arealso included for artists to useduring the day or at night.
  17. 17. V E H I C L E A N D A CC E S S S T R AT E G I E S ACCOMMODATION PARKING HEAVY GOODS ACCESS > Drop off area for coaches and buses for large groups. > A route for heavy trucks is provided that runs along the Additional turning circle for rear of Station A, B & C. This allows heavy machinery, sets, large vehicles to turn out of exhibitions and artworks to be moved around and shared > To Fowlers Gap the site. between the three precincts. This access way can be shut down when required for privacy. ADDITIONAL PARKING > Additional parking would be added to the site during later stages to provide additionalGate to Film Studio capacity during festival and other public events.> Gate to the film studio precinct.Allows the precinct to be shut downto cars and pedestrians duringproductions. > Access to Rockwell Street < To the Airport, > To Sydney, Broken Hill North Menindee Lakes N.B Numbers indicate Vehicle Capacity
  18. 18. Architectural rendered impression of the AnnexBuilding
  19. 19. MINERALS AND MINING MUSEUMThe Broken Hill Minerals and Mining Museum project aims to transform the old Central Power Stationand surrounding precinct into more than just a dilapidated shell of a structure, but rather, into a living,breathing, public, working institution of film, history, technology, education and entertainment – theonly one of its type in Australia.It is envisaged that the derelict site could eventually be integrated into and play an active role in thecommunity. Transforming Broken Hills Central Power Station will be a catalyst for engaging with localaudiences on a much deeper level, and aims to broaden its tourist market by creating a destinationthat people want to visit. This plan also recognises the importance of building strong links with thelocal community, and developing the educational capacity of the community, as well as making linksto the indigenous community, and bolstering the idea of a two way learning stream.This development provides an alternative economic driver within the city, and eventually aims toreplace the mining economic dominance, once resources are depleted. The Broken Hill culturalprecinct intends to become a place for a vibrant community to develop and evolve. To becomean artistic centre and destination for Regional Australia. A place of innovation, inspiration andregeneration.Four key aspects are woven into the scheme; Indigenous, Art, Education and Sustainability. Andthrough our design, we have attempted to develop spaces and strategies aimed to promote aninclusive and interwoven community between all facets.The Central Power Station is located on the southern side of the Line of Lode. The mullock heapdissects Broken Hill, leaving the southern side dislocated from the town centre. As aresult this area is neglected. We see the potential of this site to become a new hub of cultural activity,and bring new life to the south Broken Hill precinct. THE MINERALS AND MINING TEAM Architecture Students: Matthew Gardner, Stephanie Gotis-Graham Business: Brittany Ann Roper, Elisa Chan, Tony Huang
  20. 20. DEFINING A BRIEF FOR THE CPSARCHITECTURAL OBJECTIVES Foster local, national and international talent while utilising Broken Hill’s unique desert, mining and rural character. Provide a physical location for the collaboration of different disciplines of creative practice. Promote forward thinking education and research in the arts through the conservation and preservation of Broken Hill’s natural and cultural heritage through the inclusion of an on-site library and archive.BUSINESS OBJECTIVESTo be recognised as a leading rural museum where locals, tourists, educators and students canexperience the history of Broken Hill’s minerals and mining industry and incorporate the followingvalues: Engagement: We aim to foster long-term, two way communication and engagement with local residents, tourists, students and strategic partners. Discovery: We encourage a sense of discovery and inspire inquisitive, creative minds. Community: We strive to enrich the vibrant community in which we operate. Sustainability: We seek to be sustainable in several aspects of the word: environmentally, socially, culturally and financially.
  21. 21. MINERAL & MINING MUSEUM soft landscaping “artist playground” film studio artists workshop film residence education facilities artists studio private parking film museum truck route studio for employers outdoor garden internal rock climbing wall mining museum gift shop exposed foundation retail precinct extended public proposed residential existing residential of building A cafe - restaurant landscaped area works as a 45 angled thoroughfare street parking
  22. 22. BUSINESS MODEL OVERVIEW The Broken Hill Mining Association (BHMA) is a nonprofit organisation, which aims to communicate and preserve Broken Hill’s unique mining heritage through a dynamic, interactive and entertaining environment. The Broken Hill Mining Experience (BHME), run under the BHMA will act as a hub where visitors will have the opportunity to discover more about Broken Hills unique mining history. PROMOTION AND MARKETING The promotion and marketing of the BHME is crucial for its success due to its remote location. This can be done in a number of ways including the standard print, online, radio and television. However, the BHME should first focus on creating an experience that will self promote through word of mouth. The business should leverage off its business network and partnerships and ensure there are strong, healthy relationships to support any promotional efforts. Our recommendation is that the BHME be run under a non-profit entity, the Broken Hill Mining Association (BHMA). The NSW Government defines non-profits as those organisations that do not operate for the profit or gain of individual members; rather they operate to reinvest any revenue back into the organisation. While the BHME will exist under a non-profit status, it should seek to self- generate 95% of its revenues, while the remaining 5% of required funds should be generated from government grants, corporate sponsorships and donations.MINERAL & MINING MUSEUM
  23. 23. OBJECTIVES:(See Table 1)1. Support Broken Hill Tourism and re-branding.2. Communicate the social, cultural and economichistory of Broken Hill as it relates to mining and ENVIRONMENTminerals. 1. Current situation,3. Develop a sustainable business model and ENVIRONMENT context of Broken Hill 2. Opportunities andencourage the sustainability of the Power Station. Threats4. Increase capacity of the Power Station Precinct5. Provide a forum to promote education. STRATEGIC ORGANISATIONAL MISSION OBJECTIVES OVERVIEW ARRANGEMENTSFigure 1:Demonstration Broken Hill Mining Associations strategic overview. It provides five key supportivestructures from which to base organisation’s strategy. The environment, mission, objectives and supportingorganisational arrangements each combine to provide the framework for thorough strategy development.(Repurposed from Hambrick and Fredrickson’s 2001 article, ‘Are you sure you have a strategy?’ )"I know not everybody sees what I see in rocks, but thats what makes them sospecial...beauty is in the eye of the beholder [...] one mistake people make isthat they assume because minerals are rare, people will like them" - Milton Lavers
  24. 24. TA B L E O F P R O P O S A L O B J E C T I V E S O P E R AT I O N S , S E R V I C E S A N D O B J E C T I V E S Objective Tactics Objective #1 Support Broken Hill tourism and re-branding metropolitan and regional museums, allowing their guests to have free access to the BH Mineral and Mining Museum business community Interactive Mining History of BH Rock Climbing Gift and Retail Experience Tours Activity Centre Shop Objective #2 Communicate the social, cultural and economic history of Broken Hill as it relates to mining and dynamic experiences that can be regularly updated minerals SERVICE DESCRIPTION Objective #3 Develop a sustainable business model and encourage the sustainability of the Precinct and packages with existing local mining attractions and The experience will be developed in such a way that it will engage visitors’ auditory, visual, tactile Broken Hill’s existing business networks businesses and olfactory senses. While education will play a role in the experience, it will be incidental to the entertainment factor, which we believe is what will drive higher visitor numbers. The museum Objective #4 experience should display the following information in an interactive, dynamic and overall Increase capacity of the Power Station Precinct and Broken Hill’s existing business networks partners as required entertaining way: volunteers for our business partners 1. The history and impact of mining in Broken Hill, Australia and the rest of the world. Objective #5 Provide a forum for and promote education to host school children and events 2. Personal stories and experiences of miners and miner’s families. For example, long work days, working by candlelight. regional students can engage in inquiry and exploration based learning experiences. 3. A more general history of Broken Hill, as well as its current social and economic situation Objective #6 Promote and increase community engagement (including impact on health, education and the Indigenous population). meetings and events and programmes on social media channels 4. The basic origins and development process of Broken Hill’s minerals.Table 1: Minerals and Mining project objectives an 5. The future of mining and developments in sustainable land use.artists incubator.
  25. 25. S TA G I N G A P P R O A C HStaging Strategy (Architecture)Some of the existing structures will be removed to allow for greater spatial relationships acrossthe site. Southern side of Site A will be subject to demolition to allow greater access and act as athoroughfare and provide an entry to the mining museum.Staging Strategy (Business)In addition to precinct staging, where the BHME is developed in the fourth stage, it is also Some existing structures will be removed to allow for greater spatial relationships across the site. Southern side of Site A willrecommended to stage the business. This will be done in three stages: be subject to demolision to allow greater access and act as a thoroughfare, and entry to the mining museum.Stage 1: This is the biggest development stage of the project. In this stage the BHME will beconstructed with its interactive, dynamic and entertaining displays. The visitors will be able to walkthrough the whole site. The rock climbing facility will remain hidden from visitor view until stage 2 iscomplete. This stage should only use 75% of the available budget for the mining experience.Stage 2: This step involves the development of the rock climbing facility. It will utilize 75% of theavailable space and activate the remaining part of the site to the public.Stage 3: This final step will begin when adequate visitor feedback has been obtained and relevantdata analysed. The remaining 25% of the BHME budget will be used to make changes to the miningexperience and site according to the visitor feedback. Depending on the capacity and customerfeedback, part of this money will also be used to expand the rock climbing facility.
  26. 26. DEFINING A BRIEF FOR THE CPS 1. Fit-out Studio B 2 2. Fit-out Site C (workshops) 3. Convert wash house to 3 film offices/admin 5 7 4. Demolish site office 6 5. Fit-out of gift shop 8 6. Restaurant/cafe new build 9 7. Adaptive reuse of Assay 8. Carpark changed to landscaping 9. New site parking 12 10. Site A clearing, partial demolition, resurfacing of site, acoustics 11 11 11. Museum type development MINERAL MUSEUM FILM TOURISM 12. Offices and 10 10 Administration FILM STUDIO RETAIL + CONNECTION ARTIST RESIDENCE EDUCATION 13. Water tower part demolition ART PRECINCT RESIDENTIAL DEVELOPMENT 14. Annex for residence 15. Cleaning site elements for tourists 20 17 16. Water cooling station 16 19 17. Educational, arts, Indig- 18 21 enous precinct 14 14 18. Exhibition spaces 19. Indigenous infrastruc- 15 5 ture 13 20. Workshop 21. Landscaping 22. Basement excavation/ rts nes demolition a nd a y zo 23. Basement redevelopment mining entr 28 24. Underground tunnel 25. Detox oil drums 26. Oil drum refitting 2 24 22 23 27. Oil drum climbing wall25 27 refitting 26 29 28. Landscaping film tourism area 29. Landscaping around drums 30. New development 31. Demolish existing io nes residential structures nd stud ho ld zo thres 32. Landscape old i sm a tour residential site + 32 redirect truck route film 31 30
  27. 27. BROKEN HILL FILM STUDIOS The conceptual intention over the site is to create a series of programmatic threads, and a catalogue of physical fabrics, and begin to weave them together over the site, and over a staged development process. This interweaving is intended to strengthen the site and the community, creating a resilient relationship between site, program and community. The film studio requires direct and isolated traffic routes and parking solutions. The proposal features a service road which runs along the rear of the site. There is enough space to allow the loading and unloading of crew trucks and trailers in two lanes whilst through traffic can be maintained in a third. Provisions have been made for an educational precinct on site. The education facilities will be for local learning and external placements. An inclusive indigenous program will be integrated within the Education Precinct. The expansion of the education facility will be linked to the expansion and success of the site as a whole. As the site expands, capacity will increase and newer more discipline-specific facilities can be built. Integration of the precinct within the surrounding neighbourhood is essential. The streetscape improvements will focus along Eyre and South Streets connecting to local Patton St district. Suggested streetscape improvements include new footpaths, street lighting, branded street banners and landscaping. When the studio is being used for filming it must be isolated from the public. This also includes the associated workshop spaces as well as a post-production space. A few isolated and secure areas do allow for public viewing of the studio. This weaving occurs throughout the site. The public exclusion zone is shown in red. When filming is not in operation, it is envisioned that the public will have access to most areas, except production offices in the annex and the dedicated music and photography studio. THE FILM STUDIO TEAM Architecture Students: Jamie Hogan, Brenton Romeo, Sebastian Tiong Business: Greer Ambrose, Brendan Baxter, Devin PerieraSiteOpen SpacePrimary RoadSecondary Road
  28. 28. P R O J E C T S TA G I N G A N D A P P R O A C H Aims:STAGE 1 To value the strength of infrastructure at the Broken Hill CPS site as a means of developing, fostering, and investing in innovative human capital in the Creative Industries. Our vision is to create a governing body, Rural Screen, that naturally encourages industry, creativity, education and economic sustainability in the outback.STAGE 2STAGE 3STAGE 4Above: Staging Diagram Above: Different, flexible configurations are proposed to suit the various degrees of film shooting.
  29. 29. FILM STUDIO
  30. 30. BROKEN HILL FILM STUDIOS The business model and overarching strategy for the precinct has been designed around four major stages that can be further subdivided into timely introductions based on two factors: financial feasibility and commercial need. This strategic allocation of scarce current resources is in response to the initial available funding being lower than expected. The business model and in turn the strategy are geared towards creating a Rural Screen Body, established in Broken Hill, that operate out of the CPS site. This body is made up of a complex network of partnerships with pre-established rurally geared businesses and organisations. The precinct offers a unique selling proposition in that they provide low-cost film studio and production facilities that cater to the unique needs of directors and producers. The red-sands, made famous by movies like Mad Max, and the near-barren, green landscape in times of precipitation provide the Council with the ability to market the environment to a wider range of potential candidates. Education The proposal provides for educational facilities on the site which would cater to all types of educational partners so as to ensure that the precinct becomes a focal point of learning in the community. The establishment of satellite campuses would provide educational institutions an opportunity to develop more programs such as the University of Sydney’s RARE program and an AFTRS rural development program. Indigenous Culture & People Priority should be placed on providing opportunities to seamlessly incorporate the valued indigenous people and their unique cultures into the Broken Hill Studios Precinct. This would involve the formation of partnerships with indigenous broadcaster organisations to promote the commercial, education and cultural sides of the precinct. The precinct offers a unique selling proposition in that they provide low-cost film studio and production facilities that cater to the unique needs of directors and producers. The red-sands, made famous by movies like Mad Max, and the near-barren, green landscape in times of precipitation provide the Council with the ability to market the environment to a wider range of potential candidates. The business model and in turn the strategy are geared towards creating a Rural Screen Body, established in Broken Hill, that operate out of the CPS site. This body is made up of a complex network of partnerships with pre-established rurally geared businesses and organisations.FILM STUDIO
  31. 31. Broken Hill City Council Trust (BHAM) Left: Proposed Rural Screen Rural Screen Station A + Other Business Model Buildings on CPS Site Film Studio Station C Production Offices Government Bodies Screen NSW Arts South Australia Australian Television Networks 1st Fox Studios Imparja NITV Intermediaries to the creative industries Music and photography companies Production/advertising companies 2nd Shine Freemantle Kennedy Miller Mitchell Complimentary small businesses Lawyers Talent Services Catering Established recognised artists Undergraduate and post-graduate 3rd creative students QUT Fine arts film and TV TAFE & Make Up courses 4th Individuals seeking storage solutions Individuals seeking building and/or workshop facilitiesAbove: Identifying market segments for the Broken Hill CPS siteAbove: Pakistan landscape compared to Broken Hill
  32. 32. SITE SECTIONSElevation OneSection OneSection Two
  33. 33. B R O K E N H I L L F I L M AT T R A C T I O N SThe Broken Hill Film Attractions Masterplan (BHFAM) is a project focused on cultivating the existingfilm culture of Broken Hill. Broken Hill offers a unique range of outback and town locations whichhave become backdrops for a number of film, photography, television and various media productions.Some of the classic films made in Broken Hill include Mad Max 2 (1981), Priscilla (1994) and Wake InFright (1971).The main benefit of filming in Broken Hill is the close proximity of the fantastic outback locations tothe town and its facilities. The BHFAM seeks to capitalise on this by creating connections to key filmsites via bus tours and/or self-guided road tours. The newly proposed tourism precinct will become acentral hub that acts as a starting point for tourists looking to explore Broken Hill and its surroundingregions.There is a strong intention for the new precinct to provide a fresh and more dynamic experienceof film for interested tourists (both local and international) which will potentially also increase thenumber of visiting tourists substantially.This Film Attractions proposal also seeks to restore and exhibit the power station’s heritage with theobjectives of adaptive reuse, community, innovation, education and culture. Central to the schemeis a state-of-the-art film museum; which acts as a cultural repository, showcasing film history andinnovation in Broken Hill to locals and visitors. THE FILM ATTRACTIONS TEAM Architecture Students: Angus Henson, Zoe Mairs & Shuang Wu Business Students: Richard Kroon, Julia Sobishchanska & Senyu Zheng
  34. 34. ARCHITECTURE & BUSINESS OBJECTIVESARCHITECTURAL OBJECTIVES Adaptive Reuse: The strategy of adaptive reuse will be applied across the precinct to create new uses for the site while minimising the cost and energy consumption associated with new works and conserving the unique industrial heritage of the site. Sense of Community: The project seeks to provide new recreational and educational facilities for the community. There is also a vision to create new communities between locals, the Indigenous community as well as visiting tourists. Education & Culture: The project supports multidisciplinary learning and collaboration by integrating innovative programs into the arts precinct, film museum, film studio and mining and mineral museum spaces. Site Sustainability: The proposal will promote environmental technologies, art installations as well as native landscaping. These interventions will combine to help regenerate the current site.BUSINESS GOALS & OBJECTIVES Film Archiving: Gather iconic outback film material (stories, locations, objects) and to curate and showcase these treasures to inspire people to visit and stay in Broken Hill. Public Engagement: To foster a relationship between people and the outback through the medium of film through festivals and masterclasses. Innovative Technologies: Explore and create ways of providing a living museum through a combination of interactive physical and digital technologies. This is intended to deepen the impact of the museums physical artifacts and the stories being told about them.
  35. 35. F I L M TO U R I S M P R E C I N C TLEGEND1 9 Bar + Restaurant (Tanks) Outdoor Art Shed2 10 Fig 1 Fig. 1. Landscaping approach masterplan Information Lookout (Water Tower) Indoor Art Workshops3 Film Museum (Station A) 11 Heritage Gallery4 Film Studio Workshop (Station C) 12 Sunken Gardens + Outdoor Displays5 Offices (Station C) 13 Native Gardens6 Storage (Station C) 14 Residential Park + Playground7 Workshops (Station B) 15 Outdoor Performance Spaces8 Production Offices + Residence (Annex) Fig. 2. Themed approach masterplan g pp p Fig. 3. Masterplan of public facilities 4 9 12 13 15 8 5 7 3 10 6 1 14 11 2
  36. 36. B R O K E N H I L L F I L M TO U R I S M Summary This section outlines the potential for Broken Hill to access three currently untapped local tourism opportunities. These include a Broken Hill Film Museum, a Broken Hill Film Festival and Film Making Master classes. These three opportunities are evaluated in terms of economic and community benefit. The Film Museum is found to be likely to generate sufficient revenue to cover a Broken Hill market rent on the space required within the CPS site, create jobs for the community and turn a profit but would require a supportive property developer for it to be feasible. The Film Festival is found to require relatively little startup capital and ongoing investment, provided the right partners can be engaged and furthermore, may be viable without the Film Museum needing to be built first. The Master Classes rely upon sourcing high profile directors to be teachers, but if that hurdle can be overcome then the model seems sound. Of the three opportunities the Film Festival is the most attractive as it requires the least amount of start up investment and would bring significant benefits to the community of Broken Hill. Mission To gather iconic outback film material (stories, locations, objects) and to curate and showcase these treasures to inspire people to visit and stay in Broken Hill. In addition, the plan aims to foster a deep and meaningful relationship between the general public and the outback through the medium of film while attracting and inviting film makers and cineastes to engage with Broken Hill. The following proposal is divided up into four interrelated components: The Broken Hill Digital App The app forms the centerpiece of the projects in this proposal. By allowing users to both view and create content by commenting and video blogging, it would allow visitors to engage in a more meaningful way. These aren’t just the stories of the high and mighty or the rich and famous, these are the stories of your peers told through the filter of the outback. The exploration of the physical and the digital simultaneously is intended to deepen the impact of both the museums physical artifacts and the stories being told about them. It is essential to our mission.F I L M TO U R I S M P R E C I N C T
  37. 37. Strengths: Opportunities: Unique location Large untapped tourists market Great story to tell Opportunity to develop new Accommodation and food value products Cooperation with other businesses S O Weaknesses: W T Threats: Airport Capacity Existing businesses in Broken Hill Lack of 5 star accommodation Film Studio does not succeed Tyranny of distance No guarantees of film success Seasonal dependenceFig 1. SWOT AnalysisFig 2. Identifying how digital-physical relationships would work in the proposal.
  38. 38. CO N T I N U E D ARENAS The Broken Hill Film Museum The Film Museum will be an exciting and dynamic exhibition space for the physical artifacts of film creation intertwined with a tablet enabled digital experience that supports visitors S TA G I N G E CO N O M I C & VEHICLES in their exploration of the space. In the museum building there will be spaces designed PA C I N G LO G I C to invite the visitor to pause and explore the digital space of the museum, a web of the digital artifacts that have resulted from the creation of the film. The interaction between physical and digital will be facilitated by QR codes that can be read by the tablet and used as a jumping off point into the digital part of the museum. D I F F E R E N T I ATO R S The Broken Hill International Outback Film Festival The final component of the proposal is an annual seven day themed film festival, the first of which would be titled ‘Broken Hell’, which would showcase and rebrand Broken Hill as a Fig 3. Hambrick and Fredrickson strategy diamond (2001) horror film destination with the hopes of attracting more tourists and encourage the local population to participate in newly created attractions. Film tourism offers a unique experience to travellers who are willing to follow their idols and travel to places where films were made while also introducing tourists and travellers to the wonders of Broken Hill itself. It would offer much more than just seven days of horror movies by providing additional unique experiences of visiting the magnificent desert where Mad Max 2 and Wake in Fright were filmed. The main audience of this festival would be tourists, cineastes, film industry members, the media, film buffs and an assortment of the general public. Film-Making Master Classes Since the number of tourists who visit Broken Hill in summer is less than that in winter, there is more spare space both in town and on site during summer vacation. The Film Master Class is designed for those students who intend to start their careers in the film industry. Each class will have no more than 20 students led by a well-known film professional. The master class will generally last half a month (two weeks). Fig 4. Digital devices mediating between spaces and events.
  39. 39. ARCHITECTURAL INTERVENTIONS TANK BAR & FILM MUSEUM RESTAURANT WORKSHOPSThe larger of the two tanks The film workshopson site will be converted located within the filminto a large restaurant/ museum will providefunction space that can be novice film makers andused by families & large the public with a creativegroups. space for film making. OUTDOOR PERFORMANCE NATIVE SPACE LANDSCAPINGThe outdoor amphitheatre Landscaping is awill provide an informal significant intervention onvenue for local events the site. The landscapedto take place such as areas within the site willindigenous dance. It would make use of flora native toalso be suitable for large Australia andfamily gatherings such will be inspired by theas picnics & parties and outback qualities ofcultural festivals. Broken Hill; light quality, red earth and minimalist landscaping. INFORMATION LOOKOUTThe lookout will provide apoint on the site from whichthe geography of BrokenHill can be experienced.
  40. 40. ACKNOWLEDGEMENTSWed like to thank the following for their support in this project:The University of Sydney: Faculty of Architecture, Design and Planning The Business SchoolThe Broken Hill University Department of Rural HealthBroken Hill City CouncilThe Citizens of Broken HillBroken Hill Regional Art GalleryBroken Hill Artist ExchangeProfessor Michael TawaDr Richard SeymourMegan DonnelleyAndrea RobertsLyndall RobertsDeb JonesNola WhymanLouise Fowler-SmithSusan ThomasList of participating students:Group 1 Art Space Group 2 Minerals Mining Group 3 Film Studios Group 4 Film MuseumYuliya Chistyakova Matthew Gardner Jaime Hogan Angus HensonKevin Liu Stephanie Gotis-Graham Brenton Romeo Zoe MairsLilian Tuohy Main Sebastian Tiong Shuang WuTom Tramby Elisa Chan Greer Ambrose Richard KroonGeorge Hokhlov Tony Huang Brendan Baxter Julia Sobishchanska Brittany Roper Devin Periera Sen Yu Zheng

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