WAITAKERE CENTRAL Alan Tresadern  John Schermbrucker 23 April 2010
What is Waitakere Central? <ul><li>Integrated Civic Centre & Transport Interchange </li></ul><ul><li>High Quality Town Cen...
 
Project Details <ul><li>Client: Waitakere City Council </li></ul><ul><li>PM:  Waitakere City Council </li></ul><ul><li>Arc...
Green Roof Council Chamber Pou Whenua Chamber Transparency
Activities… <ul><ul><li>Feasibility Study:  Quadruple Bottom Line at 10 locations </li></ul></ul><ul><ul><li>Land Acquisit...
… Activities <ul><ul><li>Procurement innovation in an overheated market </li></ul></ul><ul><ul><li>Funding partners and in...
<ul><li>PROJECT  PERFORMANCE </li></ul>
Performance  Against  Goals… <ul><li>Process :  To provide best practice process management. </li></ul><ul><li>Result:  Pr...
… Performance  Against  Goals… <ul><li>Upliftment :  Uplift commercial viability of the Town Centre. </li></ul><ul><li>Res...
… Performance  Against  Goals… <ul><li>Sustainability :  Implement a ‘best practice’ sustainable outcome that incorporates...
… Performance  Against  Goals <ul><li>Innovation :  Deliver innovative and efficient designs. </li></ul><ul><li>Result:  N...
<ul><li>POST-MORTEM </li></ul>
Project Planning <ul><li>Project Development Plan </li></ul><ul><li>Communications Plan </li></ul><ul><li>Stakeholder Mana...
Project Management <ul><li>In-House Project Management </li></ul><ul><ul><li>In-house project management capability a prer...
Quality Assurance <ul><li>Multidisciplinary Project Control Group </li></ul><ul><li>Steering Group for Design Quality </li...
<ul><li>KEY LESSONS </li></ul>
What went well? .... <ul><li>Clearly articulated Vision </li></ul><ul><li>Project governance (after change) </li></ul><ul>...
… . What went well? <ul><li>Involvement of stakeholders </li></ul><ul><li>Stakeholder satisfaction </li></ul><ul><li>Negot...
What did  not  go well? <ul><li>Multiple project sponsorship prior to audit </li></ul><ul><li>Divided initial political su...
Recommendations <ul><li>Clearly articulated Vision </li></ul><ul><li>Single point governance accountability </li></ul><ul>...
Quotes... <ul><li>Quote from the Property Council of NZ where Waitakere Central won two excellence awards:  </li></ul><ul>...
… Quotes… <ul><li>Audit New Zealand’s post-project audit reported that:  </li></ul><ul><li>“ We consider that the manageme...
… Quotes… <ul><li>Audit New Zealand’s post-project audit reported that: </li></ul><ul><li>“ WCC  understood its needs (bot...
… Quotes… <ul><li>Independent audit by Grant Kirby Consultants concluded that: </li></ul><ul><li>“ the project was well de...
… Quotes <ul><li>Last words from a staff member: </li></ul><ul><li>“ The CEO and Directors should be thanked for the coura...
<ul><li>Questions / feedback  ? </li></ul>
Upcoming SlideShare
Loading in …5
×

Waitakere Central Presentation 23 April 2010 V8 Final

1,132 views

Published on

  • Be the first to comment

  • Be the first to like this

Waitakere Central Presentation 23 April 2010 V8 Final

  1. 1. WAITAKERE CENTRAL Alan Tresadern John Schermbrucker 23 April 2010
  2. 2. What is Waitakere Central? <ul><li>Integrated Civic Centre & Transport Interchange </li></ul><ul><li>High Quality Town Centre Pedestrian Link </li></ul><ul><li>Mixed mode commercial/ residential development </li></ul>
  3. 4. Project Details <ul><li>Client: Waitakere City Council </li></ul><ul><li>PM: Waitakere City Council </li></ul><ul><li>Architect: Architectus (Auckland) in association with Athfield Architects </li></ul><ul><li>QS: Rawlinsons Ltd. </li></ul><ul><li>Contractor: Canam Construction Ltd. </li></ul><ul><li>Project cost: $47.5M </li></ul><ul><li>Duration: 2003 – 2006 </li></ul>2004 2005 2006
  4. 5. Green Roof Council Chamber Pou Whenua Chamber Transparency
  5. 6. Activities… <ul><ul><li>Feasibility Study: Quadruple Bottom Line at 10 locations </li></ul></ul><ul><ul><li>Land Acquisition: Purchase and consolidation </li></ul></ul><ul><ul><li>Lease Exits: 7 leased buildings and sale of civic centre </li></ul></ul><ul><ul><li>Demolition and recycled concrete </li></ul></ul><ul><ul><li>Contamination remediation </li></ul></ul><ul><ul><li>Concept: Cultural Influence </li></ul></ul>
  6. 7. … Activities <ul><ul><li>Procurement innovation in an overheated market </li></ul></ul><ul><ul><li>Funding partners and innovative processes </li></ul></ul><ul><ul><li>Team culture and value engineering </li></ul></ul><ul><ul><li>Opportunities for improved technology </li></ul></ul><ul><ul><li>‘ The Move’: Relocating 700 staff with zero business loss </li></ul></ul><ul><ul><li>Pre-move orientation </li></ul></ul>‘ Family’ days for staff
  7. 8. <ul><li>PROJECT PERFORMANCE </li></ul>
  8. 9. Performance Against Goals… <ul><li>Process : To provide best practice process management. </li></ul><ul><li>Result: Project completed on time, within budget and winner of 12 industry excellence awards, 3 of which were for process management. </li></ul><ul><li>Feasibility : To locate the most suitable site. </li></ul><ul><li>Result: Quadruple Bottom Line (QBL) analysis of 10 selected sites across Waitakere City selected Henderson as the most suitable site. </li></ul><ul><li>Safety : Improvement in Town Centre Safety. </li></ul><ul><li>Result: Pedestrians routed off the rail tracks onto a high amenity bridge. </li></ul><ul><li>Enhanced lighting with Muzac system. </li></ul><ul><li>Open visibility by removal of hoardings. </li></ul><ul><li>Encouraging 24/7 use of town centre by introduction of mixed-use </li></ul><ul><li>commercial/residential component. </li></ul><ul><li>Additional 700 staff plus calling customers per day introduced. </li></ul>
  9. 10. … Performance Against Goals… <ul><li>Upliftment : Uplift commercial viability of the Town Centre. </li></ul><ul><li>Result: 1000 staff and calling customers introduced to the CBD per day. </li></ul><ul><li>Further boost from mixed-mode development on balance of site. </li></ul><ul><li> Catalytic effect on private developers from $50M investment. </li></ul><ul><li> Integrated transport interchange in heart of CBD. </li></ul><ul><li>Transport modal shift : Targeted 10% reduction in single occupancy car use. </li></ul><ul><li>Result: Post occupancy staff survey confirmed 18% modal shift achieved. </li></ul><ul><li> Calling customer trip generation reduced by multifunction trips. </li></ul><ul><li>Staff Satisfaction : Targeted 70% minimum staff satisfaction post ‘Move’. </li></ul><ul><li>Result: Post ‘Move’ staff survey confirmed 82% satisfaction achieved. </li></ul>
  10. 11. … Performance Against Goals… <ul><li>Sustainability : Implement a ‘best practice’ sustainable outcome that incorporates: energy and water efficiency, renewable energy, sensitive stormwater management, sustainable materials and integrated art. </li></ul><ul><li>Result: Goal achieved in ‘best practice’ outcome evidenced by the </li></ul><ul><li>following excellence awards: </li></ul><ul><ul><ul><ul><li>Ministry for the Environment’s Green Ribbon Awards 2008 </li></ul></ul></ul></ul><ul><ul><ul><ul><li>winner Urban Sustainability. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>NZILA Pride of Place award 2008 for Waitakere Central’s </li></ul></ul></ul></ul><ul><ul><ul><ul><li>‘ green roof’ on the civic wing. </li></ul></ul></ul></ul>
  11. 12. … Performance Against Goals <ul><li>Innovation : Deliver innovative and efficient designs. </li></ul><ul><li>Result: NZIA National Award for Architecture 2007. </li></ul><ul><li> Innovative ‘first in NZ’ foundation design technology to isolate rail </li></ul><ul><li> vibrations won ACENZ award 2007. </li></ul><ul><li> Stack-casting on site for tilt slab panels to save cost noted in NZIOB </li></ul><ul><li> Silver Jubilee Awards for Excellence 2008. </li></ul><ul><li>Financial : Deliver the project within the Council’s target budget. </li></ul><ul><li>Result: Goal met. </li></ul><ul><li>Time : Deliver the project on the due date specified by the Council </li></ul><ul><li>without negative impact on business delivery or customer service. </li></ul><ul><li>Result: Goal met. </li></ul>
  12. 13. <ul><li>POST-MORTEM </li></ul>
  13. 14. Project Planning <ul><li>Project Development Plan </li></ul><ul><li>Communications Plan </li></ul><ul><li>Stakeholder Management Plan </li></ul><ul><li>Advocacy Plan </li></ul><ul><li>Risk Management Plan </li></ul><ul><li>Procurement Plan </li></ul><ul><li>Contingency Plan </li></ul>
  14. 15. Project Management <ul><li>In-House Project Management </li></ul><ul><ul><li>In-house project management capability a prerequisite </li></ul></ul><ul><ul><li>Enhanced understanding of Council needs and resources </li></ul></ul><ul><ul><li>Demonstrated track record provided Council confidence </li></ul></ul><ul><ul><li>Enhanced communications </li></ul></ul><ul><ul><li>Faster Decision making </li></ul></ul><ul><ul><li>Flexibility to manage change on the hop </li></ul></ul><ul><ul><li>Cost effective </li></ul></ul><ul><ul><li>Enhanced value focus </li></ul></ul>
  15. 16. Quality Assurance <ul><li>Multidisciplinary Project Control Group </li></ul><ul><li>Steering Group for Design Quality </li></ul><ul><li>Robust expenditure controls </li></ul><ul><li>Product quality </li></ul><ul><li>Evaluation of key appointments by panel </li></ul><ul><li>Subcontractor approval and selection </li></ul><ul><li>Execution of the Plans </li></ul><ul><li>Monitoring and troubleshooting </li></ul>
  16. 17. <ul><li>KEY LESSONS </li></ul>
  17. 18. What went well? .... <ul><li>Clearly articulated Vision </li></ul><ul><li>Project governance (after change) </li></ul><ul><li>In-house project management </li></ul><ul><li>Good planning & plans </li></ul><ul><li>Project control and reporting </li></ul><ul><li>Collaborative team culture </li></ul><ul><li>Sustainable design philosophy </li></ul><ul><li>Early engagement of QS </li></ul>
  18. 19. … . What went well? <ul><li>Involvement of stakeholders </li></ul><ul><li>Stakeholder satisfaction </li></ul><ul><li>Negotiated construction contract </li></ul><ul><li>Relationships built between key individuals </li></ul><ul><li>Foundation design to isolate vibrations </li></ul><ul><li>On site precasting facility for large tilt slabs </li></ul><ul><li>Recycled concrete </li></ul>
  19. 20. What did not go well? <ul><li>Multiple project sponsorship prior to audit </li></ul><ul><li>Divided initial political support </li></ul><ul><li>Funding sources/budgets for rail components </li></ul><ul><li>Commissioning of leading-edge technology </li></ul><ul><li>Land acquisition delays for rail land </li></ul><ul><li>Agreements for rail component </li></ul><ul><li>Neighbouring development project (timing) </li></ul><ul><li>Project management exit strategy </li></ul>
  20. 21. Recommendations <ul><li>Clearly articulated Vision </li></ul><ul><li>Single point governance accountability </li></ul><ul><li>In-house project management capability </li></ul><ul><li>Process management systems and tools </li></ul><ul><li>Collaborative team culture (internal and external) </li></ul><ul><li>Strong relationships between key individuals </li></ul><ul><li>Quality project plan </li></ul><ul><li>Well defined accountabilities </li></ul><ul><li>Independent audits </li></ul>
  21. 22. Quotes... <ul><li>Quote from the Property Council of NZ where Waitakere Central won two excellence awards: </li></ul><ul><li>“ The Civic Centre project brought together a large number of stakeholder groups whose innovative and co-operative input has delivered a building which has been acclaimed by those who work in it and those who visit it. The building was completed on budget and represents exceptionally good value for the expenditure of public funds” </li></ul>
  22. 23. … Quotes… <ul><li>Audit New Zealand’s post-project audit reported that: </li></ul><ul><li>“ We consider that the management processes undertaken for this project have generally been of a very high standard. This is evidenced by the fact that the project was delivered within WCC budgets, to quality standards and within the agreed timelines: these criteria are the real test of any successful project” </li></ul>
  23. 24. … Quotes… <ul><li>Audit New Zealand’s post-project audit reported that: </li></ul><ul><li>“ WCC understood its needs (both current and future) arguably better than any external party. Undoubtedly, this contributed to the success of the project” </li></ul><ul><li>Due to the overheated construction market, Council’s decision to deviate from its standard procurement policy and to develop a fit for purpose negotiated tender methodology …. “ showed prudent financial stewardship” </li></ul>
  24. 25. … Quotes… <ul><li>Independent audit by Grant Kirby Consultants concluded that: </li></ul><ul><li>“ the project was well defined; budget was adequate; the risks were identified and the timeline acceptable; appropriate control mechanisms were in place and the risk register was regarded as one of the best they had seen” </li></ul>
  25. 26. … Quotes <ul><li>Last words from a staff member: </li></ul><ul><li>“ The CEO and Directors should be thanked for the courageous decision to locate offices at Henderson and to incorporate sustainable design features in the building. There are already huge benefits to staff how we travel and how we work as a result of the new building. This has made a huge difference to me and makes me commit more to working here” </li></ul>
  26. 27. <ul><li>Questions / feedback ? </li></ul>

×