Home' Australian Ageing Agenda : AAA Nov-Dec 2013 Contents SPONSORED EDITORIAL
When Allity, acquired the Lend Lease aged care
portfolio in April 2013 a key element of the acquisition
was the contract to deliver the Gosling Creek aged
care facility. The project carried a Zero Real Interest
Loan approval and an obligation to The Department
of Health & Ageing to complete the home by November 2014.
This almost impossible time frame meant the undertaking
was at real risk of not meeting the Department's completion
requirements. High levels of risk around cost and time frames
rendered the project a real challenge for the client, Allity, builder,
Grindley Construction, project manager, Aspect Project Managers
and architect Calder Flower.
Grindley Construction was engaged on an ECI (Early Contractor
Involvement) contract to manage the timeframe, design process,
reverse brief, construction budget and to coordinate the consultant
team. It was essential for Allity and Aspect to work with a contractor
who had a proven track record of managing and coordinating
challenging aged care projects. With a portfolio of over 40 completed
projects in the last 10 years, Grindley met that requirement.
"To meet the challenge of a clearly 'at risk' development, taking a
collaborative approach demonstrated how partnership contracting
delivers the most cost effective and competitive benefits for the
client," says Grindley Construction director, Rod Burger.
"From a team point of view consultants who would normally
work directly for Allity had to believe in us that the project would be
completed on budget. We realised that milestones and payments to
Grindley would be jeopardised if we did not achieve those targets.
"Everyone on the team was pulling in the same direction
from the outset. Basically we had six weeks to document the
project and re-present the design to council, a process that would
normally take three or four months."
"We bought construction time by working with Calder Flower
to change what was originally a three level building to a single
level development. This substantially altered the dynamics of
the plan from an urban design to a country design, with open
balconies off each resident room," says Burger.
Keeping to budget was the most critical aspect and absorbed
the most time. But these budget requirements were achieved,
resulting in a cost of $165,000 per bed, which was 20 per cent
under the original target. Total construction cost for the 120-bed
facility is $19.8 million.
GETTING EVERYONE INVOLVED
Aspect Project Managers director, Peter Bartlett, agrees that a
collaborative stakeholder managed approach was the only way
the project could be delivered. "You have the client on one side of
the table, the designers on the other, the builder on the third side
and the council on the fourth. All working in unison to get the
project re-designed in time.
"Because this was the first project for Allity, they wanted
to create their own model, brand and point-of-difference in
aged care. It would have been easy to design a stock standard
nursing home but Allity wanted a development that was
special," says Bartlett.
He described the value engineering process as "pretty intense"
for about six weeks, working with Grindley and the quantity
surveyors to keep it all on track. "Everyone operated together in an
open and transparent approach. There was no hidden agenda, no
information was withheld. It was all on the table for everyone to see."
Bartlett too said the real challenge was to keep the project
within budget as the design progressed. "Potentially this was an
obstacle. We initially identified where we could save costs but
these savings then had to be realised within design constraints,
always a risky process. To say you can save money is one thing
but then designing the project where you do actually realise
those savings is key."
Another possible hurdle was delay in obtaining the revised
development approval with Orange City Council. However, the
approval was processed in record time, taking just six weeks.
"Regional councils tend to be very proactive and take the big
picture approach. They acknowledge that these projects bring
growth into the community by generating jobs and revenue, are
an investment in long term employment and meeting the needs
for aged care in the region." says Bartlett.
Grindley have commenced construction on site and the project
is on track for completion in November 2014. Gosling Creek is the
first green field aged care development in Orange for some years
and Allity's first "new build" since launch.
According to Greg Zieschang, head of Property & Business
Development at Allity, "The collaborative and partnership
contracting approach has been a key factor in converting this
project from the drawing board into reality". n
For further information contact Rod Burger at Grindley on 02 9988 3811
To meet an almost impossible
deadline, close collaboration
and transparency was critical in
all phases of the Allity Gosling
Creek Aged Care project in
Orange, New South Wales. How
client, builder, project manager
and architect accomplished this
was a lesson in how to build a
successful business alliance.
The Story of
-- Taking the Collaborative Approach
32 | NOVEMBER -- DECEMBER 2013 | AAA
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