2. Urban Planner: Tina Wang ; MAURREPL - 440339155
Business Cristina Inigo ; MAINTBUS - 450633326
Consultants: Greg Tan Ramon ; MACOM - 460117395
Nyan Min Htay ; MACOM - 311034233
Stephane Baudry ; MACOM - 450075342
Architects: James Ellis ; MARC - 309258669
Benjamin Chen ; BDES - 440154329
Nathan Souriyavong ; BDES - 430173390
Academic Staff: Prof. Michael Tawa - Architecture
Melanie Feeney - Business
Dr. Cameron Logan - Urban Planning
Bronwyn Darlington - Business
Clients: Broken Hill Local Aboriginal Land Council
Anthony O’Donnell - CEO
Chloe Bennett
Hannah - NSWALC
BH LALC
Photo supplied by Nathan Souriyavong
3. Urban Planning
Executive Summary
1. Introduction
2. Site Analysis
3. Planning Policy
Framework
4. Context Analysis &
Design Response
5. Proposal
6. Planning Assessment
7. Conclusion
8. References
Business
Executive Summary
9. Introduction
A. Background
B. Client Needs
C. Project Aims &
Objectives
i. Project Vision
ii. Project Mission
iii. Objectives
10. Research & Analysis
A. External Analysis
B. Internal Analysis
11. Business Strategy
12. Financial
13. Risk Management Plan
14. Conclusion
15. References
16. Appendix
Architecture
Executive Summary
17. Introduction
18. Architectural Analysis
A. Existing BHLALC
B. Site Analysis
C. Climate
D. Precedents
19. Strategy Approaches
A. Staging
B. Concept 1
C. Concept 2
20. Implementation
A. Proposal 1
i. Plans
ii. Sections
iii. Axonometric
B. Proposal 2
i. Plans
ii. Sections
iii. Axonometric
C. Refined Drawings
i. Office Space
ii. Gallery Space
iii. Landscaping
21. Conclusion
22. References
Table of Contents
5. 1. Executive Summary
Urban Planning
The New South Wales Parliament passed the Aboriginal Land Rights
Act 1983 on June 1983, this saw the creation of a process for the return
of land to Aboriginal Australians and the establishment of land councils
to represent Aboriginal Australians in New South Wales (NSWALC,
2016). Broken Hill Local Aboriginal Land Council (BHLALC) operates
under the overarching body New South Wales Aboriginal Land Council
(NSWALC) and provides housing, legal affairs, employment, training
and property acquisition services to the Aboriginal community in Broken
Hill.
Land not only gives Aboriginal people a sense of belonging, provides
food and water, it also underpins and gives meaning to creation stories.
The stories form the basis of Aboriginal laws, society and custom.
Aboriginal people talk about ‘country’ the same way as talking to
a person. Deborah Rose (1996, p. 18) summaries the relationship
between Aboriginal people and their ‘country’ as:
‘There is no place without a history, there is no place that has not been
imaginatively grasped through song, dance and design, no place where
traditional owners cannot see the imprint of sacred creation’.
The City of Broken Hill is significant for its mining history. Mining does
not only relate to European settlers, Aboriginal people also have a
mining heritage. The proposed new development connects the more
obvious settler’s heritage that reflects in the planning and design of
Broken Hill and the continuous and strong Aboriginal connection to
Broken Hill and its surroundings
This report will provide the site description, planning framework, context
analysis and design response for the new development. It acts as a
guideline to the architecture proposal that follows.
6. 2. Introduction
The development site comprises the following two lots (see Figure 1
and Figure 2). The BHLALC has obtained Lot 6133/DP1003260 and is
in the process of obtaining Lot 7320/DP1185108.
Lot 1
Address: Crystal Lane, Broken Hill, NSW, 2880
Lot/ Plan no. 6133/DP1003260
Local Authority: Broken Hill City Council
Area Estimation: 1267.523 sqm
Current Use: Vacant
Registered Owner: Broken Hill Local Aboriginal Land Council
(BHLALC)
Figure 1 Lot Area 1 (Google Earth, 2016)
7. Lot 2
Address: Crystal Lane, Broken Hill, NSW, 2880
Lot/ Plan no. 7320/ DP1185108
Local Authority: Broken Hill City Council
Area Estimation: 432.71 sqm
Current Use: Vacant Crown Land
Registered Owner: The State of New South Wales
Note: The land boundary has not been investigated by the
Registrar General, the area has been calculated with an
aligned southern boundary to its neighbouring lot
Figure 2 Lot Area 2 (Google Earth, 2016)
8. 3. Site Analysis
The subject site is located at the corner of Crystal Lane and an arterial
road, Menindee Road.
The site is irregular in shape, with no 90 degree angle at all four
corners. The north-east corner is at approximately 95 degree angle, the
north-west corner is at approximately 50 degree angle, the south east
corner is at approximately 85 degree angle and the south west corner
is at approximately 92 degree angle. To add more irregularity, the
western boundary along neighbouring fence forms a 142 degree angle.
The shape of the site may generate both site planning difficulties and
visual interest.
The site has a total site area of approximately 1700.23 sqm, although
accurate site boundaries have not been surveyed. The area of site is
subject to changes according to survey result.
The site is currently unoccupied with no existing structure and limited
vegetation (see Figure 3). There is a natural strip next to the eastern
boundary and a small grassed area with a died tree on the north west
corner (see Figure 5). The natural strip has a ditch in the middle that
drains excess water from surface of the land (see Figure 6).
There is an overhead powerline on Menindee Road and also one on
Crystal Street. There is a 14 meters power pole outside the south-
east corner and a 12.5 meters power pole outside of the eastern
boundary. The distance from the nearest power pole to site boundary
is approximately five meters which is well above the 2.1 meters safe
distance to structures and 1.5 meters safe distance to trees suggested
by Essential Energy (2016). Any structure or vegetation built or planted
within the site boundary is safe from the power poles (see Figure 4).
Figure 3 Site Features
9. Figure 4 Power Pole Clearance
Figure 5 Vegetated Area Figure 6 Natural Strip and Drainage
10. 4. Planning Policy Framework
Broken Hill Local Environmental Plan 2013
The subject site is situated within Business Zone B4 Mixed Use (see
Figure 7). It is surrounded by General Residential and Industrial Zones.
The objective of B4 is ‘to provide a mixture of compatible land uses
and to integrate suitable business, office, residential, retail and other
development in accessible locations so as to maximise public transport
patronage and encourage walking and cycling’ (Haddad, 2013, p. 15).
The following applies within the B4 Mixed Use Zone:
• An office is a type of ‘commercial premises’ that is
permitted with consent.
• A café or Kiosk is a type of ‘commercial premises’ that is
permitted with consent. The gross floor area of a kiosk
must not exceed 100 sqm.
• Training facility is a type of ‘educational establishment’
or ‘commercial premises’ that is permitted with consent.
• Art Gallery is a type of ‘information and education facility’
that is permitted with consent.
Building height limit and floor space ratio (FSR) have not been adopted
in this Plan. The minimum lot size for subdivision is 230 sqm.
Figure 7 Broken Hill Zoning Map (Department of Planning &
Envrionment, 2013)
11. Broken Hill Draft Development Control Plan 2016
Heritage Conservation
The City of Broken Hill was listed as National Heritage in 2015.
Statement of Significance stated that Broken Hill ‘exhibits historic
qualities in its ongoing mining operations since 1883, the current
and relict mining infrastructure and its landscape setting’ (Broken Hill
City Council, 2016). Broken Hill is significant in its continuing mining
operation, wealth generation, remoteness and its association with the
Barrier Industrial Council and union movement.
Broken Hill was born upon one of the world’s biggest discovery of
silver, zinc and lead by European settlers. The mining heritage has
been reflected through the names of shops and motels in town such
as Silver City Accommodation, through the physical existence of the
Line of Lode, through the many paintings depicting mining scenes and
through books and tourists’ guides.
The site is in close proximity to the mining precincts and within walking
distance to the CBD area and railway precinct. The CBD area has
been identified as general conservation area, the DCP provides
controls for protecting the general characteristics of the conservation
areas including protecting heritage buildings, controls on building on
archaeological sites and preservation of Aboriginal places and artefacts
(see Figure 8).
Council also has a Three Year Heritage Strategy 2014/2017 for the built
heritage within Broken Hill, excluding Aboriginal heritage. This strategy
focused on Broken Hill’s mining history and settler’s heritage.
Figure 8 Heritage Map
12. Aboriginal Heritage of Broken Hill
The subject site is not on or near identified Aboriginal conservation
area or Aboriginal places of significance. However, the proposed
development will host Broken Hill Local Aboriginal Land Council and
Aboriginal artwork and artefacts. It is therefore important to understand
the Aboriginal heritage of Broken Hill.
Broken Hill was not a permanently occupied area for Aboriginal people
before European occupation, due to the lack of water sources. It is
17 kilometers away from Stephen’s Creek and approximately 100
kilometers away from the Menindee Lakes (see Figure 9). The Bulali
people (part of Wiljakali group) occupied the land around Broken Hill
and visited the Barkindji people on the Menindee Lakes each year.
Evidence of Aboriginal occupation can be found at the Living Desert
Area which is 12 kilometers away from the City of Broken Hill (see
Figure 10). There is a rock engraving site with engraved circles and
animal tracks adjacent to Rainbow Serpent Waterhole (Dibden, 2007).
Figure 9 Broken Hill Water Resources
13. Figure 10 Living Desert Map
The cultural walk trail at Living Desert include Aboriginal camp ovens
(heat retainer oven on the ground), story poles that reflect Aboriginal
culture past and Aboriginal yapara (shelter). The trial also has a quartz
quarry that Aboriginal people used to mine for quartz to make tools and
artefacts.
Aboriginal people had been mining the land long before the arrival of
the Europeans. They are not only the traditional owners of the land
but also Australia’s first miners. They mined for ochre for art work and
ceremonies (see Figure 11), they mined for stones to make tools and
process food. In New South Wales there are 183 identified Aboriginal
mining sites (NSW Department of Primary Industries, 2007).
Figure 11 Aboriginal Hand
Print Using Ochre at Muntawintji
14. Broken Hill 2033 Community Strategic Plan
This development aims to achieve the following priority issues listed by
Broken Hull 2033 (Broken Hill City Council 2014):
Broken Hill Pedestrain Access Mobility Plan 2013
This Development enhances the purpose of the Mobility Plan (Broken
Hill City Council, 2013) of ‘providing safe, equitable and connected
paths of pedestrian travel’.
• Removal of hazards such as loose gravel and overgrown plants on
Crystal Street footway
• The need to extend Crystal Street footway for pedestrians to access
the site
• The need to construct paved footwards on Menindee Road and
Crystal Lane
• The need to construct kerb ramps at mid-block on Menindee Road
• The need to construct marked pedestrian crossing on Menidee
Road
5. Context Analysis &
Design Response
Broken Hill 2033 Community Strategic Plan
Context Analysis
The subject site is next to Menindee Road with traffic going both
directions and in close proximity to Barrier Highway that going to
Sydney, Adelaide and Melbourne (see Figure 12).
• Sustainable Economy
• Community Facility
• Tourism
• Sense of Community
• Trees & open space
• Training & education
• Arts & culture
15. The subject site is in the middle of North Broken Hill and South Broken
Hill. It’s also in close proximity to the CBD and Line of Lode. It is within
walking distance to the train station.
Figure 12 Location Map
Figure 13 Relationship Map
16. It is surrounded by residential areas with dispersed commercial and
industrial buildings (see Figure 14,16,18). Crystal Lane is a shared
path that goes one way to Menindee Rd. Crystal Street is a two lane
street going both directions with a pedestrian path. Pedestrians coming
from the CBD can access the site through Crystal Street. Mining
constructions can be observed from site (see Figure 15). There is a gas
terminal (Origin Energy) near the site (see Figure 17).
Figure 14 Site Context Map
Figure 15 View 1
18. 6. Design Response
After considering the site’s physical context and applicable planning
objectives, the following design principles have informed the design
response:
• Propose a built form that considers its immediate
surrounding and DCP control of a maximum 2 storeys
height limit.
• Propose a built form and open space that response to
the Aboriginal concept of connection to land.
• Provide sufficient on-site parking of 1 space per 40 sqm
gross floor area.
• Provide landscape features with air cleaning function to
reduce the smell of gasoline from the gas terminal
across the road.
• Incorporate all necessary facilities and amenities for
office, gallery, café and training centre.
• Incorporate accessible design features in car park and
access to buildings.
• Encourage cultural exchange of Aboriginal and non-
aboriginal people through communal space.
• Support the aims of Broken Hill 2033 Community
Strategic Plan of creating a connected, sustainable,
healthy, resilient and prosper community.
• Architectural design
- Include a café and gallery at the ground floor level
which creates an active frontage and enhance
pedestrian environment.
- Include flexible spaces that can have multiple functions.
- Provide secure parking spaces for office staff and public
parking area for visitors
- Incorporate environmental sustainable design initiatives
into the building utilising the open drainage in front of the
subject site.
- Choose plants from Council’s preferred species list
in the DCP when planting trees and shrubs on
the subject site, also consider Aboriginal bush medicine
plants such as Emu bush (Eremophila).
- Consider sustainable design features that is suitable for
the semi-arid climate in Broken Hill.
19. Proposal
Planning Proposal
The proposed pedestrian access plan (see Figure 19) seeks to
enhance the accessibility of the site. The paved footway on Crystal
Street will extent to cover the site area. Crystal Lane and Menindee
Road (ends with Crystal Street) will have paved footways. A pedestrian
refuge will be constructed in front of the site for safer crossing from the
other side of Menindee Road.
Figure 19 Proposed Pedestrian Route
Architectural Proposal
The proposed development is a mixed use building for the Broken Hill
Local Aboriginal Land Council to meet modern office accommodation
shortage in Broken Hill, to establish a local Aboriginal art gallery, to
provide training to enhance Aboriginal community capacity and to
provide a café or kiosk which caters for people with disabilities.
The architects have prepared two conceptual forms for the client
20. to consider. One dispersed form that creates inside and outside
connection, privacy to spaces, good solar and ventilation access,
hierarchy of open spaces and one compact form that has a bigger open
space for people to meet and gather, more economically feasible and
provide more connected spaces.
The following design features apply for both forms:
• Pedestrian access to the building is via corner of Crystal
Lane and Menindee Road and the other access point
is via Crystal Street. The location of the pedestrian
access is designed to enhance pedestrian access to the
site as Crystal Street has a dedicated Pedestrian path
and Crystal Lane is a shared lane. It also avoided the
busy vehicular traffic on Menindee Road.
• All vehicles enter the site through Crystal Street. A public
carpark with accessible car spaces is provided along
Crystal Street and a secured car park for staff is located
along Crystal Lane.
• The façade treatments response to both settler’s
heritage and Aboriginal culture. Street facing facade
is cladded in corrugated steel to respect the site’s
immediate surroundings and Broken Hill’s architectural
heritage. Courtyard facing walls are made with rendered
masonry with an earth render to reflect Aboriginal
people’s connection to land. Feasibility is one of the
main concerns when selecting material. These façade
treatments are more economically feasible than other
local materials such as stone and brick.
• Office accommodation for the Broken Hill Local
Aboriginal Land Council, shared office space, gallery
and café/kiosk are located on the ground floor to invite
pedestrians to the building. Offices for renting are
located on the first floor to increase privacy for
the occupiers.
• Landscaping throughout the site will provide for clean
air, shading from morning sun, seating and outdoor
meeting areas, dedicated pedestrian paths and water
sensitive arid garden.
21. Planning Assessment
Light and Ventilation
• The development layout has been configured to ensure
that office spaces and café have direct access to natural
light and ventilation while the exhibition area of the
gallery is shaded from direct sun light.
• Occupants of the site have exterior views without
undermining their glare and thermal comfort.
Open Space
• Open space areas are vegetated to create visual
pleasantness and disuse natural scent.
• They are designed to be the meeting and outdoor
function areas for visitors.
Outlook and Privacy
• Vegetation is proposed in front of the façade to provide a
natural and inviting outlook from the building.
• The building layout ensures privacy for the office spaces
and secure car parking is provided on site.
Site Services
• Accessible car park and ramps are provided for people
with disability to access the building.
• Utilities including internet, water, electricity and gas are
provided.
Visual Implications
• The visual appearance of the proposed development
reflects the materiality of its immediate surroundings.
• The external treatment will reflect Aboriginal heritage.
• The two storey proposed development is appropriate for
the mixed use zone.
22. Overshadowing
• The proposed development has been setback from its
rear where there is an adjoining dwelling (My Nanas
Place Cottage). The site is located at a corner of two
roads, there is no adjoining dwellings on its northern,
southern and eastern sides. The shadow cast by the
proposed development will not have negative impact on
its adjoining dwellings.
Overlooking
• Overlooking opportunities to the west of the adjoining
backyard of My Nanas Place Cottage is limited by the
fence. Any potential issue is solved through screening
and window orientations.
Conclusion
In summary, the proposed development is consistent with the relevant
objectives of Broken Hill Local Environment Plan 2013, Broken Hill
2033 Community Strategic Plan and Broken Hill Pedestrian Access
Mobility Plan 2013. It satisfies the relevant controls of the Draft Broken
Hill Development Control Plan 2016. The proposed built form is a well-
considered architectural response to local heritage and environment.
The proposal will make a positive contribution to its surrounding
neighbourhood and to the sustainable economic development and
Aboriginal culture conservation of Broken Hill. The proposal will not
generate unreasonable negative impact to its adjoining dwellings.
23. References
Broken Hill City Council. (2013). Broken Hill Pedestrian Access Mobility Plan 2013.
Broken Hill: Broken Hill City Council. Retrieved July 30, 2016, from file:///C:/Users/
tinaj/Desktop/broken%20hill/Pedestrian%20Access%20Mobility%20Plan%20
PAMP.pdf
Broken Hill City Council. (2014). Your Hill, Your Home, Your Vision.
Broken Hill 2033 Community Strategic Plan. Broken Hill: Broken Hill City Council.
Retrieved July 30, 2016, from https://www.brokenhill.nsw.gov.au/sites/brokenhill/
files/public/images/documents/brokenhill/Publications/Reports%20and%20Plans/
Community%20Strategic%20Plan%202014-2015%20Review.pdf
Broken Hill City Council. (2016). Draft Development Control Plan 2016. Broken
Hill: Broken Hill City Council.
Department of Planning & Envrionment. (2013). Planning Viewer. Retrieved from
NSW Planning Portal: https://www.planningportal.nsw.gov.au/
Dibden, J. (2007). Silverton Wind Farm, NSW: Stages 2 and 3 and Powerline
Route (Broken Hill to Red Cliffs) Aboriginal Heritage and Non Indigenous Heritage.
New South Wales Archaeology Pty Limited. Retrieved from https://www.agl.
com.au/-/media/AGL/About-AGL/Documents/How-We-Source-Energy/Wind-
Environment/Silverton-Wind-Farm/Assessments-and-Reports/aboriginal-heritage-
non-indigenous-heritage-assessment.pdf?la=en
Dodson, M. (2003). Strengthening Communities- People, Places, Partnership.
Retrieved July 26, 2016, from NCIS: http://ncis.anu.edu.au/_lib/doc/MD_
Strengthening_Communities_290403.pdf
Essential Energy. (2016). Structures Near Powerlines. Retrieved July 20, 2016,
from Essential Energy: https://www.essentialenergy.com.au/asset/cms/pdf/safety/
Powerline_Clearances.pdf
Fox, A. (1983). Kakadu Man and Landscape. Heritage Australia.
Google Earth. (2016). Retrieved July 20, 2016
Haddad, S. (2013). Broken Hill Local Environmental Plan 2013. NSW Government.
NSW Department of Primary Industries. (2007). Mining by Aborgines- Australia’s
First Miners. NSW Department of Primary Industries. State of New South Wales.
Retrieved July 20, 2016, from http://www.dpi.nsw.gov.au/__data/assets/pdf_
file/0008/109817/mining-by-aborigines.pdf
NSWALC. (2016). The Land Rights Network in New South Wales. Retrieved 07
26, 2016, from The Aboriginal Land Rights Act Turns 33: http://ourmob.org.au/the-
aboriginal-land-rights-act-turns-33/
Rose, D. B. (1996). Nourishing Terrians Australian Aboriginal Views of Landscape
and Wilderness. Canberra: Austrlian Heritage Commision.
Sharp, N. (1994). Malo’s Law in Court: The Religious Background to the Mabo
Case. Adelaide: Charles Strong Memorial Trust.
25. 7. Executive Summary
Business
This report provides an analysis and evaluation of the prospective
profitability, feasibility and sustainability of the Broken Hill Local
Aboriginal Land Council Project.
Methods of analysis include strategic analysis, such as 5 Forces of
Porter, PESTLE analysis and Diamond Strategy. It also includes a
sensitivity analysis of the financial situation. All detailed analysis and
calculations can be found in the appendices.
The report finds the prospects of the project in its current state are
potentially feasible. The major areas of discussion were:
• Office Spaces
• Café/Kiosk
• Art Gallery/Exhibition room
• Training
It is worth noting that the analysis in the report conducted has
limitations. Some of the limitations include:
• Financial data based on assumptions and conversations
with Broken Hill locals
• No single outcome but an array of business activities
and services (options) for the board to choose from
• Due to the volatility of the market in Broken Hill. Data
may have changed. This study was conducted in July
2016
The report evaluates the range of options, and recommends the
board to select components aligned with their vision and strategy, and
implement them using a staged approach.
This report includes a matrix with different staging approaches and
options under each approach backed with financial models.
26. 8. Introduction
A. Background
The Broken Hill Local Aboriginal Land Council (BHLALC) is one the 120
Local Aboriginal Land Councils under the New South Wales Aboriginal
Land Council (NSWALC) with the vision to “Protect the interests and
further aspirations of its members and the Aboriginal community”.
The BHLALC works to achieve its vision through providing the following
services:
1. Training and Development for the community
2. Land Acquisition either through purchase or claim
3. Maintenance and Enhancement of Aboriginal culture
and,
4. Building Commercial Enterprises that can potentially
lead toward economic independence.
B. Client Needs
The BHLALC office is currently situated in 32 Sulphide Street in
Broken Hill but finds that the current office accommodation can no
longer support their business activities. They currently have a vacant
lot acquired through land claim located at Menindee Road corner
Crystal Street which could potentially be used as a space to build
office accommodation and different avenues that can lead to economic
independence and positive social impact.
C. Project Aims and Objectives
The project vision and mission has been created to align with the
BHLALC’s Vision and Mission.
i. Project Vision
Create a space of interaction between art, culture, food, and training for
indigenous and non-indigenous people to come together to share and
preserve their culture.
27. ii. Project Mission
To build an environmentally, socially and economically sustainable
structure that can help BHLALC achieve economic independence.
To provide an array of services such as an art gallery for Aboriginal and
non-aboriginal artists alike to share their artwork, a cafe that caters to
all and is universally accessible, a modern office space designed to be
leased to government and non-government organisations and rented
out for conferences or training programs.
iii. Objectives
The three objectives of the project are outlined below:
1. Conduct a feasibility analysis of setting up office
accommodation, a café, and an art gallery in BHLALC’s
vacant lot through market research.
2. Evaluate the feasibility of setting up office
accommodation, a café, and an art gallery in BHLALC’s
vacant lot from a financial standpoint.
3. Recommend a manner of project implementation from a
business point-of-view.
Research and Analysis
A. External Analysis
i. Macro Environment Analysis
The PESTLE (Political, Economic, Social, Technological, Legal, and
Environment) analysis framework will be used to identify, understand and
analyse the local conditions in Broken Hill and evaluate how these may
potentially be an opportunity or threat to the BHLALC project. Only the
relevant factors such as Economic, Social, and Environmental will be used.
The detailed PESTLE analysis can be found in Appendix 1.
From the analysis, it can be observed that there are various numbers of
threats and opportunities that can potentially affect the project.
28. In terms of economic factors, the unemployment rate in Broken Hill in 2016
is reported to be 8.2% while the national unemployment rate in Australia is
5.1%. This translates to the average income level per household in Broken
Hill to be lower than the national average level.
Another important economic factor is the dependence of Broken Hill’s
economy to the mines. These potentially affect the spending habits of
people in Broken Hill.
From a socio-cultural perspective, despite people in Broken Hill earning
below the average income of Australia, interviews with locals revealed their
less price sensitive habits and willingness to spend for quality products
especially food. This could be attributed to the local accumulating wealth as
a result of not having many opportunities to spend their money on.
It is also worth noting that there is a significant number of people with
disabilities in Broken Hill and how there are limited to no services that cater
to them.
ii. Market Analysis
The team has conducted a Five Forces analysis to evaluate the market
and external environment where the business opportunities of the
project lie. The Five Forces model suggests five different factors which
are ranked from high, medium, and low. The ranking is then used to
determine whether a specific market is profitable or not. Full Five forces
analysis in Appendix 2.
The team looked into the leasing, café/dining, and art gallery markets.
a. Leasing Market (Office Accommodation)
From the analysis above, the team observes the leasing market for
office accommodation to be quite saturated with numerous companies
offering traditional office accommodation. Further, demand for office
accommodation is elastic and is heavily dependent on the mining industry
which is one of the primary contributors to the economy of Broken Hill.
It appears, however, that there is a gap in the market for modern office
accommodation and rental of huge rental spaces which BHLALC may
choose to cater to. Most of the vacant spaces available are renovated
rooms out of old buildings and were not originally built for an office setting.
The market does not seem to be profitable in terms of traditional office
accommodation but is potentially profitable if argued in terms of modern
office spaces.
29. b. Café/Dining
From the table above, the café market is highly saturated with numerous
cafes concentrated along Argent Street. Regardless, there appears to be a
potential business opportunity as no cafes exist that allow accessibility to
people with disabilities which is a huge market in Broken Hill. This may be
where BHLALC would want to position itself should they decide to put up a
café.
Given the information, the market seems to be unprofitable due to
competition and the threat of substitutes but profitability should not be ruled
out as it can be profitable if positioned in the market well.
c. Art Gallery
Despite art being deeply embedded in the culture and community of
Broken Hill made evident through the numerous art galleries that line its
streets, there is an opportunity for an art gallery that focuses on Aboriginal
Art as there are minimal to none in Broken Hill. There also appears to be
an opportunity in the market to provide a space for artists to exhibit their
work.
From the analysis, the market seems to be fairly profitable but would work
best complementing or partnering with other art galleries as opposed to
opening a new standalone gallery.
iii. Competitor Analysis
Evaluating a potential business through a strategic lens, the team looks
at competitors already operating in the market to find and evaluate
gaps that can be filled. Conducting a competitor analysis allows a better
understanding of where to strategically position a business to achieve
optimum advantage and return on investment.
a. Leasing/Space rental
There are a number of companies that lease and rent out spaces in Broken
Hill such as Broken Hill Real Estate, FNBH, and LJ Hooker.
While the spaces are more traditional and similar in terms of value or
quality, the companies differentiate themselves mostly through promotion
and brand image.
30. b. Cafe
The many cafes in Broken Hill mostly serve the same products such
as sandwiches and fried food. The cafes rely on value-adding services
to customer experience such as adding entertainment, an art gallery,
and a gift shop to differentiate themselves from each other. The most
popular cafes and dining places are Silly Goat, The Palace Hotel, and
Café Alfresco.
c. Art Gallery
There are numerous art galleries all over Broken Hill making the market
saturated. Most art galleries such as the Broken Hill Regional Art
Gallery established in 1904 and Pro Hart gallery rely on brand image
built over longevity of operations to differentiate themselves.
B. Internal Analysis
i. Market Size
Market size could be defined as the number of individuals in a certain
market who are potential buyers and/or sellers of a product or service.
The purpose for this analysis is to explore the potential number of
customers the business can cater to.
For purposes of the report, it will be divided into three sections:
a. Leasing/Space rental Market Size
• Total Available Market (TAM): All businesses in Broken
Hill.
• Serviceable Available Market (SAM): Assuming a
third of the total number of businesses are keen
on modern office accommodation.
• Serviceable Obtainable Market (SOM): Five to six office
spaces initially built
31. b. Café Market Size
• Total Available Market (TAM): 19,000 (All Broken Hill
locals plus visitors)
• Serviceable Available Market (SAM): 12,000-13,000.
Assumption based on the observation of a successful
café (e.g. Silly Goat) and relatively successful café (e.g.
Gloria Jeans).
• Serviceable Obtainable Market (SOM): 103 customers
per day. 65 in-store customers and 38 take-away
customers. Assumptions based on manual counting in
Broken Hill cafes.
c. Art Gallery Market Size
• Total Available Market (TAM): 19,000 (All Broken Hill
locals plus visitors)
• Serviceable Available Market (SAM): 8,000-9,000.
Assumption based interviews with Galleries in Broken
Hill.
• Serviceable Obtainable Market (SOM): 30 customers
per day. Assumptions based on manual counting in
Broken Hill galleries.
ii. Customer Profiling
Customer Profiling is a useful tool to generate and produce information
and insight to help make informed decisions to the market planned to
be catered to and where to position oneself in the market even before
the existence of the business and its customers. The information
gained is valuable and can guide in designing services and products to
be offered to the customer.
a. Leasing/Space Rental customers
The office space aims to reach different sectors of the community
including the following:
• Businesses looking for rental space (government and
non-government): different businesses that are looking
for a space where they can develop their business
32. activities, either through renting or leasing from
BHLALC. Some potential customers for the office
spaces aside from BHLALC is the NSWALC and the
Aboriginal Affairs.
• Companies for short-term activities: different companies
that are looking for a space where they can conduct
events/courses over a period of time.
• Space for company meetings: offering a conference
room with videoconferencing technology where
companies can conduct meetings with several clients or
employees.
c. Cafe customers
The café aims to reach different sectors of the community including the
following:
• People with disabilities: offering services to this
customer segment who do not have a place accessible
to them.
• Tourists/Visitors: attracting tourists that are coming to
visit Broken Hill and the art gallery as customers.
• Locals: attract locals (indigenous and non-indigenous) of
Broken Hill.
d. Art Gallery customers
The art gallery aims to reach different sectors of the community
including the following:
• Tourists/Visitors: people coming to Broken Hill to visit
• Artists/Art enthusiasts: attracting art enthusiasts who are
either willing to buy some exhibitions or just enjoy the
exhibitions.
• Local artists: offering a place for local artists either
to share their artwork with the community and interact
with different artists.
• Transient artists: attracting artists that come to Broken
Hill for a brief period of time and would like to surround
themselves with other artists.
33. Business Strategy
A. Key Activities (Products and Services)
The key activities are potential business activities that the BHLALC
may offer. The potential activities were plotted on an Effort vs Impact
Graph (see full graph in Appendix 3) to rationalise which activities
are the most feasible and should be prioritised given time and budget
constraints.
The main business activities identified from the graph to give most
value to BHLALC at the start are the following:
(1) Leasing and rental of office spaces
(2) Café catering to people with disabilities
(3) Exhibition room to display BHLALC existing permanent
collection of artifacts.
B. Implementation Plan (Staging Approach)
The team recommends BHLALC to implement the project through a
staging approach as outlined in the brief.
With regard to the staging approach, the project will be broken down
into three following stages. Stage 1: Initial stage, Stage 2: Growth
stage, and Stage 3: Final Stage
Stage 1 or the initial stage will be composed of the core business
activities and services which can start generating revenue while Stage
2 and 3 are the growth and final stages respectively which may occur
after Stage 1. The focus of Stage 2 and 3 are primarily on value-adding
business activities and services on top of the already existing core
business activities.
Through this approach, the BHLALC faces less risk as they can test
the market demand, pick up on customer responses, and pivot the
business strategy and its activities if needed.
The rationale behind applying the staging approach is to ensure that
34. BHLALC is offering the right solutions to the social issues faced by the
community and of course, ensuring that the services meet the needs of
target customers.
Below is a table that summarises and shows the progression of
business activities throughout the stages. It is important to note that
Stage 2 and 3 depend on the performance/demand of the activities in
Stage 1. Some benchmarks or key metrics to be considered before
moving to the next stage are outlined in Section E on page 10 and
Appendix 4.
Business
Activity
Stage 1 - Initial
Stage (Core
Services)
Stage 2 - Growth
Stage (Value &
Services)
Stage 3 - Final
Stage (Value-add
Services)
Office/
Cafe
Option 1:
• 6 leasable office
Option 2:
• 6 leasable office
• Kiosk
• Employment
for people with
disabilities
Option 3:
• 5 leasable office
• Cafe with dining
• Employment
for people with
disabilities
Option 1:
• 7 leasable office
Option 2:
• 7 leasable office
• Expand to cafe
Option 3:
• 6 leasable office
• Expand to
a cafe that
accommodates
functions/events
Option 1:
8 leasable office
Option 2:
8 leasable office
Option 3:
7 leasable office
Gallery
• Exhibition
room to display
BHLALC’s
permanent
collection
• Few art
workshops/
courses
• Expand to an art
gallery to display
more exhibits
• Expand numbers
of workshops/
courses
Training
• Rent out space
for training
in office
conference/
meeting rooms
or space in
exhibition rooms
35. C. Business Differentiators
The business differentiators are characteristics of the businesses that
separate the business from competition.
a. Office Space
The main differentiator for office accommodation will be its newness
and updated facilities such as video conferencing technology. Office
accommodation will also be situated around a café and art gallery
which are value-adding services to customer experience.
b. Café
With respect to the café, the main differentiators will primarily be having
the café run by people with disabilities. This will be made possible
through a partnership with AbilityLinks or any other job service provider
in the Broken Hill area. The idea is to provide them with on-site skill
development training sessions and workshops for them to both develop
skills and help them be financially independent.
c. Art Gallery
The art gallery will be run together with the café/kiosk which results in a
more cost-effective and labour-efficient strategy. The idea of the gallery
will be to Aboriginal artists of any level to display their pieces of art in
the gallery. A pricing strategy of 20/80 percent will be applied where the
gallery will be charging a commission of 20% as opposed to the Broken
Hill average of 33% and will give the 80% back to the artist.
Another idea which can be done in partnership with the West Darling
Arts Gallery is the idea of an Art Bank. A problem identified with artists
is how their work is undervalued because of selling them in exchange
for quick money or instant cash. The idea of the Art Bank is to lend the
artist the money they need, buy their painting, sell their painting, take
the money lent to them and give the rest to the artist. This gives the
artist the real value of their work.
It is also planned that the gallery offer short-term courses to whoever
wants to learn Aboriginal Art for a minimal fee. After they complete
the course, the customer has the option to take home their work or
allow the gallery to keep their work for exhibition purposes. This may
potentially help solve the issue of galleries of not having enough supply
of artworks from artists.
36. D. Revenue Streams
Regarding potential revenue streams that lead to economic
independence, we are aiming to obtain revenue from the next services
and products:
a. Office
Revenue from the office space will mainly come from the rental or the
lease of office accommodation and rental spaces.
b. Café
Revenue from the café will mainly come from sales of food and
beverages.
c. Art Gallery
Revenue will mainly come from commission and art workshops/courses
provided.
E. Benchmarks for the Staging Approach
To ensure BHLALC faces the least risk and remains flexible and
adaptable to the volatile market conditions, the project team has come
up with benchmarks that must be attained before moving on to the next
stage (Stage 2 – Growth stage) in the staging process outlined in page
8.
Benchmarks such as customer demand, customer satisfaction were
considered for the café while market rental demand growth were
for the Office and community engagement for the Gallery. Detailed
benchmarks and metrics in Appendix 4.
37. F. Social Impact
Being a socially conscious organisation promoting community strength
and Aboriginal culture and heritage, social impact for the BHLALC is
of vital importance. It is noted that the project supports the BHLALCs
vision and mission through positive social impact through the following:
• Opening professional opportunities for people with
disabilities through the café and gallery
• Creating employment opportunities
• Giving accessibility and offering services for people with
disabilities
• Designing and building sustainable structures
• Allowing artists to receive the real value of their work
through the Art Bank
Financial
A. Objectives
• Financial forecasts and sensitivity analysis that
emphasises the importance of cash flow, appreciates full
costs and is aligned with the strategy
• Funding plan that will attract the resources needed for
the enterprise and provides specific information
on multiple funding options with specific details on how
these can be accessed
B. Introduction
Three options are elaborated in this report as a tool to satisfy the future
objectives of the BHLALC (i.e., it would be possible to choose which
option is more suitable at a particular point in time). Below are the
following options under Stage 1 of the staging process.
Option 01: x6 office spaces and an exhibition room;
Option 02: x5 office spaces, a kiosk and an exhibition room,
Option 03: x5 office spaces, a café and an exhibition room
38. C. Sales Forecast for Stage 1
Table 2: Sales forecast for Stage 1
As seen in the table above, over the first five years of operation, it is
expected that revenues from leasing will be impacted by the average
national inflation of 1.3% (TradingEconomics, 2016) and that the other
commercial activities would increase by an average national annual
growth rate of 3% (abs, 2016). Hence, Option 3 (the café) appears to
produce the most of the revenues. However, starting with the Kiosk
may be a better way to ‘test the water’ before investing on the café in
the second stage of the project.
D. Project Budget
Table 3: Project Budget
The table above gathers all information related to the total cost of each
option. The cost of construction is based on the AIQS Building Cost
Index of March 2015 (AIQS, 2015), in respect to each different type
of building. A 10% excess cost is added to cover potential additional
expenses. Details of construction costs are accessible in Appendix 5.
Based on each budget, a repayment plan has been developed as
followed:
Table 4: Repayment Plan
39. Under the requirement for the project to be able to repay the loan in 10
years, Table 03 is based on a 9% interest rate applicable to Assets and
Commercial Buildings in Australia (Nab Ltd).
Funds are also raised through a partner: Ability Links funds the
BHLALC to manage the delivery of services that they provide through
the Ability Links Program. The contract was worth over $300k in 2015
and would be renegotiated shortly.
E. Cash Flow Statement
Table 5: Cash Flow Statement
Note: detailed P&L for first 5 years accessible in Appendix 6, assuming
operation starting in 2018.
In the tables above, Year 01 (Y01) being the first year of operation,
growth rates and inflation rates are applied from Year 02 to Year 05, 3%
and 1.3% respectively. Earnings and expenses are based on research
and estimations related to similar type of businesses; details of all
assumptions are accessible in Appendix 7.
40. F. Breakeven
The following graphic shows when each option hit the breakeven point,
assuming FY17 being the year of construction and FY18 the starting
point of operations.
Figure 1: Breakeven graph
The graph above shows that Option 3 (café) is most likely to breakeven
first around the 11th year of operation, closely followed by Option 1 (+1
Office); the kiosk is likely to breakeven is the 13th year of operation.
Although, it is important to note that revenues were short listed and
were estimated from a pessimistic point of view, it is likely that a more
exhaustive list of incomes pushes the breakeven points back of about
1-3 years. More details about breakeven points are accessible on
Appendix 8.
41. G. Sensitivity Analysis
Table 6: Sensitivity analysis for Option 1
The two tables above analysis the sensitivity of a breakeven in year 10
as well as the profit generated in a shorter time period, 3 years.
The sensitivity of a breakeven in year 10 is tested by variations of the
growth rate (3%) and inflation rate (1.3%). At the actual (pessimistic)
forecast of revenues, a minimum of 6% growth rate is necessary to hit
year 10.
The following table fluctuates the value of the annual growth and office
space leased. To be profitable in a short term period, it shows that no
annual growth is necessary if all office spaces are rented and also that
a minimum of 6% annual growth is necessary if 2 office spaces do not
find a renter.
Table 7: Sensitivity analysis for Option 2
42. The sensitivity analysis for option 2 shows that a annual growth of
6-7% is necessary to breakeven in year 12, even if the inflation rate
increases. It also shows that 4 office spaces out of 5 are the minimum
that can be rented to be profitable in 3 years if the annual growth rate
reaches at least 5%.
Table 8: Sensitivity analysis for Option 3
The café allows Option 3 to breakeven in 10 years with a 5% annual
growth rate. A short-term profit analysis shows that no growth is
necessary if the 5 office spaces are leased but also that a minimum of
5% revenue growth is needed if 2 office spaces stays empty.
Note: All profits are accessible in Appendix 9.
H. Stage 2 and 3
Salient points of stage 2
• +1 Office space and expansion meeting room;
• Exhibition Room expands to a small gallery,
from 47sqm to 72sqm;
• Recommendation: expand the kiosk from stage 1 to a
café,
• Cost: $75,761
• No loan needed, the project would be self-financed
43. Salient points of stage 3
• +1 office space;
• The Café provides accommodating functions
• Construction of a training centre, entirely financed and
managed by Global Australia
• Cost: $1.5M
• No loan needed; project would be self-financed and GTI
would finance the training centre.
I. Conclusion of Financial Section
Table 9: Annual Figures and Costs
Table 9 above summarizes the main annual figures, construction costs
and capital expenditures (or Start-up Costs) of each item proposed.
Although, it is possible for the clients to pick items and spot them in
different stages, it is recommended to follow the staging provided,
with a kiosk in stage 1 and an expansion to a café in stage 2 to limit
exposure as the kiosk cost less to build than the café; it reduces loss if
the kiosk does not work as predicted.
Broken Hill is a small place with a rich heritage. Office space is on
demand, there are no galleries exhibiting specifically aboriginal arts
and there are numerous cafes for sale in the town. A particular attention
should be brought to the product/service uniqueness of the kiosk/café
and their management, as it is a crucial part of the profit, particularly in
stage 1. A breakeven point with a kiosk in stage 1 in less than 10 years
is possible if products/services, advertisement and expenses are well
managed.
44. Risk Management Plan
Risks Mitigation Plan
Volatile Market in Broken Hill • Secure partnerships early on
for the business
Lack of Funding • Ensure planning is rigorously
and proceeding with caution
Timeline • Regular checkpoint meetings
to check and keep up with
project progress
Lack of demand in Office Space • Secure partnerships with
potential businesses seeking
office accommodation
Area is close to a gasoline area • Ensure proper landscap-
ing and garden measures to
mask the smell of gasoline
especially during the summer
Table 10: Risk Management Plan
Conclusion
The Broken Hill Local Aboriginal Land Council has a project that
could potentially drive economic independence and development for
themselves as well as to improve community strength. The key area
to focus on are office spaces since it is the component of the project
that can offer the highest source of revenue. Other services such as
the café and the art gallery, however, are the components that can
reinforce community strength.
It must be remembered that the project heavily relies on potential
partnerships and creating a network in Broken Hill will be critical
(Potential partners in Appendix 10).
Although the project is complex and has a lot of components, the team
is hopeful and heavily believes in the potential impact of the project
from an economic and social standpoint.
45. References
ABS 2016, ‘Australian National Accounts: National Income, Expenditure
and Product, Mar 2016’, Australia, viewed 20 July 2016 <http://www.
abs.gov.au/ ausstats/abs@.nsf/mf/5206.0>
AIQS 2015, ‘AIQS BCI MARCH 2015’, Australia, viewed 20 July
2016 <http://www.aiqs.com.au/imis/AsiCommon/Controls/BSA/
Downloader. aspx?iDocumentStorageKey=506c2838-ebd7-4364-
98e624212e383c79& IFileTypeCode=PDF&iFileName=BCI%20
March%202015>
Broken Hill Local Stats. ‘Broken Hill Demographics’, viewed 20 July
2016 <http://broken-hill.localstats.com.au/demographics/nsw/regional-
nsw/far-west/broken-hill>
Gooch, D. ‘Mayor warns of economic and social impact of Broken
Hill mining job losses’, viewed 20 July 2016 < http://www.abc.net.au/
news/2016-03-23/mayor-warns-of-economic-and-social-impact-of-
broken-hill-cuts/7269328>
Economy.Id, ‘Unemployment rate in Broken Hill’, viewed 20 July 2016
<http://economy.id.com.au/broken-hill/unemployment>
New South Wales Aboriginal Land Council. ‘About NSWALC’, viewed
20 July 2016 <http://www.alc.org.au/about-nswalc/our-organisation.
aspx>
Profile.Id, ‘Population in Broken Hill’, viewed 20 July 2016 <http://
profile.id.com.au/broken-hill>
TradingEconomics 2016, ‘Australia Inflation Rate’, Australia, viewed 20
July 2016 <http://www.tradingeconomics.com/australia/inflation-cpi>
46. Appendix
APPENDIX 1: Detailed PESTLE Analysis
Macro-Economic
Factor
Details SWOT
Economic
• Higher
unemployment
rate compared
to the average of
NSW
• Lower average
income level
compared to the
average of NSW
• Volatile economic
market heavily
dependent on the
mining industry
• Threat
• Threat
• Threat
Social
• Attitudes towards
value of healthy
and quality
food for money
with less price
sensitive habits
• Rampant Drug
use
• Significant
number of people
with disabilities
• Opportunity
• Opportunity
• Opportunity
Environmental • Water Shortage
• Depleting non-
renewable mining
resources
• Threat
• Threat
47. APPENDIX 2: FIVE FORCES Analysis
Leasing Market/Office Spaces
Leasing Market
Supplier LOW (Traditional office accommodation)
HIGH (Modern office accommodation)
Buyer Power HIGH
Competition HIGH (Traditional office accommodation)
LOW (Modern office accommodation)
Threat of New Entrants MEDIUM
Threat of Substitutes LOW
Cafe
Cafe
Supplier HIGH (Locally produced food)
MEDIUM (Regional supplier)
Buyer Power HIGH
Competition MEDIUM
Threat of New Entrants LOW
Threat of Substitutes HIGH
Gallery
Gallery
Supplier LOW
Buyer Power HIGH
Competition HIGH
Threat of New Entrants HIGH
Threat of Substitutes MEDIUM
48. APPENDIX 3: Effort vs Impact Graph of Business Activities
APPENDIX 4: Detailed Benchmarks for Staging Process
Benchmarks Metrics
Cafe
Customer Demand • 100 customers per day
Customer Satisfaction • At least a 3.5 on a scale of 5
through a one question feed-
back form
Office
Market Rental Demand Growth
49. APPENDIX 5: Construction Cost
APPENDIX 6: P&L for first 5 years of Operation
APPENDIX 6 (continued): P&L for first 5 years of Operation
57. Executive Summary
Architecture
This section of the project report will identify and present Architectural
approaches to the clients needs in correlations to the business
analysis. The aim for the Architects was to find solutions for a multi-
purpose infrastructure to provide and accommodate needs in Broken
Hill.
The outcome of this design project was that the structure of the new
BHLALC would be constructed in stages due to the budget. Although
it was examined to be feasible upon each staging to generate revenue
for the place to grow and present itself as a completed building.
The Architects took upon this challenging perspective by generating
and collaborating ideas with each other in a way where it would
effectively work in a way where sustainability is a highly enhanced
feature to the building.
58. Introduction
A. Existing BHLALC Office
The current state where BHLALC is situated at is the NSW Government
Building - 32 Sulphide Street, Broken Hill 2880. The building was a very
dominate structure that really diminished the street scape of Sulphide
Street of its Brutalist Architecture.
Figure 1: Facade of NSW Government Offices
(Current Location of BHLALC)
The NSW Government Office currently accommodates a vast amount
of companies, although the circulation spotted when visiting this
building was incredibly difficult.
The examination of the BHLALC office was presented with four
individual rooms which was divided between BHLALC and Aboriginal
Affairs. The kitchenette section was located at the end of the room
where it didn’t really capture the atmosphere of an eating space. The
office space was provided with 2 large printers which was located in the
middle of the walkways which may be a hazard in a way.
Taking this office visit the Architects received a large amount of
information where it will assist in upgrading or refining the needs in that
space into the new design for BHLALC.
59. B. Site Analysis
The analysis of site Lot 6133/DP1003260 & Lot 7320/DP1185108
the Architects determined some information on the study on site. It
faces north towards Argent St which is a main road. This information
presented a way where the design of BHLALC could present a strong
form towards that viewpoint from coming through Argent St.
Another information gathered fro site as the wind strength and
direction. Due to the season of July (Winter) 2016, the site presented
a slight cold breeze south westerly. Although south of the site there is
a large amount of dirt across the street which creates a barrier to block
out some of the breeze. Our designs were thought out and focused
on getting ventilation from the westerly side for passive architectural
design.
The viewpoints on site present an amazing scenery of history in
Broken Hill. Located south east and south west of the site there is a
landscape scene of the old mines and a glimpse of the Line of Lode.
This was thoughtout and integrated into the many designs and ideas for
sightseeing purposes and framing.
Another examination of the site was this large amount of land strip
along Menindee Rd which at its longest width is roughly 17m. This
space could be integrated by Council and used as a landscaping space
that forms and emphasises the infrastructure of BHLALC.
North west (top left corner) of the land is a unusual land where its
very triangular. With this form it was very tough to have a structure fit
within that space, so it was mainly focused towards parking space or a
wastage space for rubbish bins etc.
North east (top right corner) of the land there is a ditch where a storm
water pipe used to be. It seems to be inactive as of today.
60. Figure 2: Photo from between
Crystal Ln & Menidee Rd
Figure 3: Photo on top of berm
across street
Figure 4: Site Analysis
SOUTHERN WIND
SUN MOVEMENT
EVENING MORNING
NOISE SMELL
SMELL
61. C. Climate
The analysis of the climate within Broken Hill has been presented and
informed that the place is a Desert class in Australia and is hot and
persistency dry with patches of semi-arid. Broken Hill encounters a hot
and dry Summer and a cold and dry Winter.
With this study it allows the Architects to generate design proposals
that have been thoughtful to climate as a form of passive energy
consumption. This could be from the orientation, amounts of openings,
space allowance for certain spaces and light exposures into the
infrastructure.
This information also allows some insight into the use of materials that
will be used for this design project as it will enforce certain materials
that could work and could not work with the weather that Broken Hill
encounters.
Figure 5: Australian Climate Class
63. D. Precedents
Marika Alderton House Garma Cultural
Knowledge Centre
Uluru: Kata Tjuta Cultural Centre
Brambuk Cultural Centre Wilcannia Health Services
Looking into these influential architectural designed based in similar
climates and natural habitations, the design process was to dissect
certain parts of each of these precedents and try to implement or add
minor alterations to our designs.
65. Strategy Approaches
A. Conceptual Designs
The initial designs were focused on laying out an infrastructure on
site in relation to the budget and squared metre. The decisions of
whether having the BHLALC as a singular storey or double storey. The
orientation of the building in relation to passive designs and lastly the
idea of a singular structure or pavilion like approach.
All these approaches were analysed and examined by all the architects
in a critical feedback for each design and determining which would
work best.
Single Storey:
• Will prevent shadowing to
neighbouring houses
• Will take up 90% of the
site, leaving no room for
circulation
• Very cramped
• Difficulty with providing
natural lighting for central
areas
• Very cramped
Angled Infrastructure:
• Para to the angles of the site
• Provides a division of spaces
which can help in seasonal
designs
• Gives awkward spaces that
can be difficult to use for
design
• Circulation seems too
unorganised
• North facing
Figure 9: Conceptual Plan
67. Pavilions:
• Provides separation to
spaces (Privacy)
• Gives great amount of space
for circulation, activities,
parking etc.
• Difficult for expansion
• Creating these meeting
spots in between structures
• Multiple entrances into the
complex
Singular Structure:
• Gives a great amount
of space for circulation,
activities, parking etc.
• Allows easy access to
expansions (building on top)
• Limited entry points into the
complex
Figure 11: Conceptual Plan
81. iv. Option 2: Office Space
N
SCALE 1:200
OFFICE
OFFICE
OFFICE
UNISEX
TOILETS
CUBICLE 1
CUBICLE 2
CUBICLE 1
CUBICLE 2
CUBICLE 1
CUBICLE 2
Figure 24: Floorplan of office
SHARED
KITCHENETTE
82. C. Refinements
ii. Gallery Space
The design of the gallery space is where members of the public can
observe Indigenous Artworks by artist and the community. It holds its
spaces as the staging progresses. At its final stages it should be able to
cater and function for a free public exhibition space and also a cultural
learning space of indigenous art and material makings. It holds spaces
for both practical and theory learning spaces
N
Figure 25: Floorplan of Gallery
83. iii. Landscaping
The study of organic floral materials that were preferred by council was
taken into our landscaping designs. This landscaping was implemented
into both the potions as the layout and space used was very similar in a
way that the landscaping can be shown in one drawing.
The aim for the choice and placement of floral material was to enhance
spaces with shading or with the scent of its aura to assist in providing s
nice scent to eliminate certain bad odours nearby (gas station towards
Argent St & Gas facility alongside Crystal St).
Some of the designers choices were Red Cap Gum, Silver-topped
Gimlet, Emu Bush and Melaeuca. Majority of these plantations
provided a floral scent and also provides some berries which could be
used for learning and products services.
Silver-
topped
Gimlet
Eremophila
Emu Bush
Melaleuca
Red Cap
Gum
Figure 26: Landscape Planning
84. Conclusion
The early stages of the design process for BHLALC was a struggle
for the Architects in a way of clients needs and budgeting. Although
through endless amounts of multiple design ideas generated, the
Architects believe that the outcomes that have been provided will
w=allow a set perspective of where BHLALC will start to head off in the
next few months of continuous designs.
Allowing and providing multiple scenerios and deisng s to the client
gives an insight of pros and cons that the Architects noticed in the
design process and will assists BHLALC with this ongoing project.
Figure 27: Option 1 Artist Impression
88. References
Australian Native Plants Society (Australia) ‘Melaleuca information’,
Viewed on 24 July 2016 <http://anpsa.org.au/melaleuc.html>
Barrow. J ‘Eucalyptus erythrocorys’, viewed 24 July 2016
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Murcutt’, Viewed 12 July 2016 <http://architectureau.com/articles/
wilcannia-health-service/>
Grant. E ‘Conveying sacred knowledge through contemporary
architectural design: The Garma Cultural Knowledge Centre’,
Viewed 12 July 2016 <https://digital.library.adelaide.edu.au/dspace/
bitstream/2440/96768/3/hdl_96768.pdf>
Jennings. C ‘Eremophila: The Emu Bush’, Viewed 24 July 2016,
<x`http://anpsa.org.au/APOL22/jun01-2.html>
Parks Australia ‘Cultural Centre’, Viewed 11 July 2016 < http://www.
parksaustralia.gov.au/uluru/do/cultural-centre.html>
Rawlinsons ‘Australian Construction Handbook 2012’, Viewed 22 July
2016
Tawa. M, ‘Willcannia Health Services’, Viewed 12 July 2016
<http://architectureau.com/articles/wilcannia-health-service/>
Windmill Outback Nursery ‘Eucalyptus campaspe: Silver-topped
Gimlet’, viewed 24 July 2016
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