Case Study 2 - NSW Police

The new Police HQ building will house 2,200 Police staff and comprises approximately 33,000m2. It is currently under construction in Parramatta on the corners of Little and Charles Streets. The project represents the largest decentralisation of public servants out of the CBD in the last 15 years and one of the largest public sector office accommodation initiatives in NSW.

The project has become more than the delivery of a building. It represents a symbol of change for NSW Police and has provided an opportunity to not only achieve a new building but to deliver Police functional and corporate objectives.

The New Building Described

The building comprises two towers, one nine and the other thirteen storeys, which are set above two and a half podium and three basement/carparking levels. Podium levels are approximately 3,000m2 and each of the typical tower floors has an individual footprint of 1,250m2 per tower. Each tower is connected via an interconnecting walkway/lobby so that the majority of floors are effectively 2,500m2.

Some of the main PLANNING INNOVATIONS in the building include:

• Police Boulevard which is a 'central street', linking the public and communal areas to the dedicated workspaces. The Police Boulevard provides a variety of alternative working and meeting locations and represents one of the most significant departures from current accommodation. The Boulevard provides the opportunity for people to meet in a variety of different ways. Spaces in the Boulevard include formal and informal meeting areas, an open coffee lounge and 'coffee cart', commercial café, extensive garden with covered outdoor patio areas, exhibition and display spaces, a drop-in area and business centre, gym and fitness facilities, prayer room, change areas and a variety of other spaces including child-care.
  
• Mezzanine-level corporate support floor which provides a variety of multi-function spaces which can be used for theatre-style conferences, large seminars, meetings of different sizes or training sessions. The majority of spaces can be used in a variety of ways based on both room configuration and the availability of different types of furniture supporting different room usages.
  
• Variety of drop-in areas and a business centre for short-term residents in the building.
  
• Central concierge which manages the majority of staff and visitor support functions in the building.
  
• Flexible typical office floors which are based on a standardised floor footprint providing a centralised staff break out area as part of a central service area with utility, meeting and project areas.
  
• Customisation of group workspaces through the arrangement and selection of different styles of workstations.
  
• Reductions in individual workspace density and increases in the percentage of group support spaces.

These innovations have resulted in:

• Significant space and rental savings through the rationalisation and centralisation of key spaces.
  
• Making the workplace 'work hard' in terms of utilising existing space provided for offices and giving this space back to the people for meetings, project spaces and quiet and reflective work areas.
  
• Providing a diverse range of meeting spaces for both formal and informal meetings.
  
• Increasing transparency through the creation of a more open workplace.
  
• Encouraging mobility and flexibility by providing opportunities for people to move around the building.
  
• Providing increased choices and opportunities for people to work and meet in different ways.
  
• Opportunities for different levels of interaction - and connection by minimising the traditional solid walled boundaries and promoting the capacity for groups to mix and merge together.
  
• Provision of particular spaces including an extensive garden, health and fitness area, prayer and counselling rooms, and child-care to assist in reducing stress.

Position of Control

By the time Police went to market to identify the preferred consortium to develop the project they were already in a unique 'position of control' because of the information they had put together.

This included a comprehensive Facility Plan and Design Brief which had been developed over a six month period and which, because it had been closely developed with executive and staff involvement, was able to quantify and identify precise requirements for the new building.

Lessons Learnt

Some of the key elements, which have guaranteed the success of the project, include:

• Starting the project early enough, so that there was adequate time to explore options, plan and adequately understand Police requirements.
  
• The early development of the detailed Facility Plan and Design Brief ensured that it could then become the pivotal document on which the contract was based, enabling Police to 'retain control' and ensure that their requirements were delivered.
  
• Ensuring that the Facility Plan and Design Brief do more than just describe user's functional requirements, but clearly articulate how the building can deliver on Police organisational objectives.
  
• Having a VISION for what the building could achieve.
  
• Believing in the building and being the custodian of the VISION.
  
• Having the confidence to KNOW what you want and demanding that you get it - Police said they were special and that they wanted a special building.
  
• Seeing the project as more than just the delivery of a building.
  
• Establishing the right relationships.
  
• Ongoing communication with the HR Group to ensure that the project is focused on PEOPLE issues.
  
• Engaging with the people and achieving a building that is planned 'from the inside out' - this is a building for the people and it achieves a balance between delivering corporate objectives and satisfying functional requirements.
  
• Making sure that the Police staff 'come on the journey'.
  
• Sharing with and involving the executive at every opportunity.
  
• Providing the procedures for fast decision-making.
  
• Ultimately through having the right information, ensuring that as client Police remain in control.

Extract from CoreNet Global Melbourne Summit presentation by Barry Mullins and Merryn Cholerton, 15 October 2002.

Break-out Service Area
Architect’s Impression of the Break out areas which occur on each floor. The space is deliberately large and has the option of dividing into two to facilitate a variety of functions.

Police Boulevard Bubble Diagram
An indicative bubble diagram which illustrated some of the key spaces on the Police Boulevard and shows how the spaces relate to each other. Important to note the relationship to outside spaces, coloured ‘green’.

Diagrammatic Section
An early indicative section drawn through the building showing the relationship between main zones.

Open Lounge Area
Finished photo of one of the main communal areas – the open lounge which overlooks the main entry and looks directly out into the courtyard.

Main Entry / Lobby
View from Open Lounge Area down into the Main Entry / Lobby looking across the security barrier.

Coffee Lounge
The lounge area adjacent to the ‘Coffee Cart’ and central to the Police Boulevard.

Drop – In Area
Series of hot-desks associated with drop –in spaces in the Boulevard.

Main Façade
The main façade of the building showing the glass screen which was commissioned as a major artwork and depicts a contemporary interpretation of DNA.

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