Event Description:
Have you ever wondered what you’d be doing on a project team? Or where your discipline fits in?
5 Industry panelists from John Wardle Architects, ISPT, Arup, Trethowan, and Probuild will answer your questions and discuss how the consultant team collaborated to deliver the 271 Spring St project.
Through a Q+A panel discussion, hear how unique project issues were resolved through multi-disciplinary collaboration and learn about the roles and responsibilities of different disciplines in the context of a major commercial project.
Panellist Details:
ROSE FLEMING
Design Manager, Probuild
Role on 271 Spring St:
Rose Fleming worked for the contractor Probuild and acted as the Design Manager for 271 Spring St. Rose completed this role through the ECI phase and then through construction. Rose also coordinated the integrated fit-out design into the project with the Tenant Australian Unity.
From your perspective, what value did multidisciplinary collaboration have on improving the outcomes of the project?
271 is a complex boutique office building combining heritage and Authority constraints with a lightweight structure and integration of Tenancy without design. It was key coordination between all disciplines which allowed us to maximise the design and minimise abortive works. The project is a steel structure that required accurate 3D coordination of all services to achieve ceiling heights and related design outcomes. It was the collaborative approach of both the base build and fit-out design teams which made this project a great outcome.
BILL KROTIRIS
Principal Project Lead, John Wardle Architects
Role on 271 Spring St:
Bill has led many design propositions for this site since 2004. Completing the precinct at 50 Lonsdale St involved many considered design proposals since JWA completed the Urban Workshop. Working closely with ISPT, Bill led many iterations of building designs for this site including working with various prospective tenants during a period of changing planning framework. Bill worked closely with the broader project team, all client stakeholders and the broader authority groups including MCC and DELWP in advocating the design.
From your perspective, what value did multidisciplinary collaboration have on improving the outcomes of the project?
The measure of success for this project was the alliance of the project team. This extended to the broader stakeholder group that included the asset owner ISPT and the tenant of Australian Unity. This aligned collaboration of all parties began at the very early concept design stage for the project. The willingness of both the owner and the tenant to work with the consultancy team through all the challenges the site and the authority requirements offered up was a significant contributing factor for the success of the final outcome. The multidisciplinary collaboration from all team members was based on inclusiveness in meetings, conversations, and sharing of knowledge. Sharing of digital models and working together to identify considered and logical design resolutions for super-structure, façade articulation, heritage fabric integration and complex brickwork geometry significantly improved these outcomes in a final built form. The contractors' pursuit for prototyping of major building elements also significantly improved the final outcomes for these constructed elements. 271 Spring Street weaves together historic and contemporary architecture within the context of a highly successful urban precinct. The considered and contemporary addition of this building forms an exemplary landmark corner to this significant Melbourne CBD precinct.
JASON LOURENSZ
Senior Development Manager, ISPT
Role on 271 Spring St:
Jason was part of the conception and delivery of 271 Spring Street as ISPT’s Senior Development Manager. This commenced with the original leasing deal with the tenant Australian Unity, through to design concept with JWA, an extremely complicated Planning Approval process and then all the way through to construction delivery.
From your perspective, what value did multidisciplinary collaboration have on improving the outcomes of the project?
As the Development Manager, collaboration at all stages of conception through to delivery is essential for success. The myriad of site constraints included heritage-listed buildings, rail tunnels, substations, and multiple easements all in an area of high value archaeology, so collaboration was essential. The success relies on the sum of all the parts…..and success is always more rewarding when you have partners to celebrate it with.
RICHARD SALTER
Associate Principal, Building Structures Leader VIC/SA, Arup
Role on 271 Spring St:
Richard Salter was the Engineering Project Director and Structural Engineering Leader for 271 Spring St; responsible for oversight of all Engineering design for the project across all disciplines in addition to being the responsible registered structural engineer for the development.
From your perspective, what value did multidisciplinary collaboration have on improving the outcomes of the project?
A building on a site constrained by multiple electrical easements, the city loop tunnels and multiple heritage buildings required intimate collaboration between architecture and engineering and within the engineering disciplines themselves. Complex ground constraints required a bespoke foundation and utilities approach and complex superstructure geometries relating to these constraints, heritage considerations, floor to floor heights, vertical transport restrictions and more required tight coordination of all building elements.
BRUCE TRETHOWAN
Director, Trethowan
Role on 271 Spring St:
Bruce Trethowan worked closely with John Wardle and his team on the initial design approach for the two heritage buildings on the property and undertaking the design and documentation of the works to the heritage buildings. On-site inspections were undertaken during construction.
From your perspective, what value did multidisciplinary collaboration have on improving the outcomes of the project?
The building project was complex and required input from a whole series of architectural and construction specialists. Good communication and trust were the key aspects that resulted in a successful collaboration Also, the client’s deep understanding of project implementation and cooperation at all levels was critical in the successful delivery of the project.