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PART 5 PROJECT CLOSURE | 105

5.0 Project Closure

106 | PART 5 PROJECT CLOSURE

5.2 Project Evaluation

5.1 INTRODUCTION

The following report outlines the Project Closure Phase of The Tocal Apiary.

The report has two main objectives related to the closure of the project. Firstly it is designed to ensure that the client and the project users were satisfied with the procurement process and that this satisfaction has continued during the occupation of the building. And secondly, the report seeks to identify appropriate methods of capitalising on the success of the project to create new business opportunities that will support the future growth and success of the architectural firm.

The report therefore is broken into two main sections:

Post Occupancy Evaluation

A strategy is outlined for the commencement of a Post Occupancy Evaluation (POE) to evaluate the success of the project’s delivery process and the performance and user satisfaction of the building since its completion. This section will also outline the steps involved in preparing a POE and the typical methodologies applied to the gathering and retrieval of data.

Business Marketing Plan

This section will develop a Marketing Strategy that leverages the success of the project, to build awareness, grow the business and strengthen the firm’s current

market position. The Marketing Plan will identify potential target markets and outline strategies that could be employed over a 12-month period to successfully create new business opportunities.

5.2 PROJECT EVALUATION

5.2.1 POST OCCUPANCY EVALUATION

The post occupancy evaluation consists of a systematic framework to evaluate both the project delivery and the functional and technical performance of the building after it has been in use for a period of time. This period is generally 6 to 12 months after the handover.

As the building or development is the responsibility of the architect, a thorough POE is vital in assessing the success of the project post handover. The review system creates a feedback loop that allows the architects and other key stakeholders involved with the design and construction of the building, to learn from each project and make improvements moving into the next phase or project. Positive feedback and project successes can also be leveraged to market the architectural firm in the future, as illustrated in the next section of this report.

5.2.2 PREPARATION OF THE POE

When preparing a POE, it is important to establish a clear agenda and outline the methodologies that will be used to obtain the appropriate data. The data must then be collated, interpreted and assumptions drawn in a way that produces useful information outcomes that are relevant for all the parties concerned.

The following steps have been used in the preparation for the post occupancy evaluation:

• Determine the objectives for the evaluation• Determine what aspects of the project are to be

evaluated• Identify where the information is to be obtained

from• Develop the most appropriate methodology for

collecting the data• Prepare key questions to be asked to the identified

user groups and key stakeholders• Determine how this information is to be used and

distributed


gain both quantitative and qualitative opinions. This method generally involves groups of approximately 6 to 8 people for an hour. The best results are gained from using an experienced facilitator to lead the discussion. It should also offer participants the opportunity to anonymously submit and raise issues that they may not want to do in the focus group setting.

• Workshops Provide an opportunity for both parties eg client and user groups, to raise issues and immediately brainstorm and develop solutions as a team. Again the best results are generally obtained using an experienced facilitator.

• Questionnaires An efficient and valuable method of collecting ‘consistent and standardised’ data from a large group of people. The initial preparation of the questionnaire (clear, concise and targeted questions that flow in a logical sequence) is where the time, effort and expertise is required. Data collected from questionnaires is usually easy to collate and interpret if the preparation of the questionnaire have been thought through and correctly set initially.

• Measurements and Physical Monitoring This method provides unbiased quantitative data regarding the building’s performance in relation to identified, specific issues such as light levels, noise levels, air and radiant temperatures, CO2 levels

and air flow rates. This approach should be used in conjunction with other qualitative methods, highlighted above, so the POE summaries the full user ‘satisfaction’ picture in the context of their experience using the building.

5.2.3 METHODOLOGIES USED

The Tocal Apiary project will use the following methodologies to collect information for the POE. Each methodology has advantages and disadvantages that have been evaluated to determine the most appropriate choice of methodologies for each aspect of the project.

They are:

• Walkthrough and Observation Interviews This informal approach may include casual discussions with users to identify issues and walking around the project to observe the use of spaces and their performance. This approach can offer an efficient and unbiased view, if done correctly, however if undertaken formally, this method can become quite time intensive depending of the rules applied to the observations eg specific time of day observations.

• Interviews This method provides a more personal and detailed acquisition of ‘qualitative’ information that can target key stakeholders and user groups of the project. Interviews are generally used in conjunction with more broad based ‘quantitative’ methods such as questionnaires, due to the potential bias of individual opinions and lack of anonymity that may affect disclosure.

• Focus Groups Often used in conjunction with a questionnaire to


5.3 Post Occupancy Evaluation

5.3.1 POE OBJECTIVES

The post occupancy evaluation for the Tocal Apiary is being undertaken to achieve a number of objectives that relate to both: the performance and user satisfaction of the building, as well as the internal processes of the architectural firm and the project specific viability ie the combination of educational, research and social facilities within the communal spaces, and concept of the inhabitable wall, as a model, can be adapted and replicated for future projects.

5.3.2 PROJECT DELIVERY

From the architectural firm’s perspective, it is important to evaluate the effectiveness of the team’s communications throughout the design and deliver processes, both within the team and with the various stakeholder and user groups. How did the team deliver the project as required by client, according to their brief? Did the firm successfully incorporate the stakeholder and user feedback into meaningful design and delivery decisions? What can the architectural firm build upon from the successes and failures of the project to promote continuous development and learning within the practice.

5.3.3 FUNCTIONAL EVALUATION

The primary concern of the functional performance is to evaluate the success of the project in achieving its strategic requirements for the client ie NSW DPI and Tocal College, which includes the ongoing educational/research needs of Tocal College, the more broad based apiary industry specific goals and its end users performance satisfaction rating.

It will evaluate the following:

• Operational Management – and the functioning of the site involves a number of complex relationships individuals, Tocal College and the NSW DPI integration and the communal infrastructure. It also considers the capacity of visiting groups or individuals to engage with the space and the success of the post hand over process in relation to the technical manuals that have been produced, as well as the ongoing communications and liaison between the Tocal College and the firm.

• Space – evaluation of the spatial relationships will consider the educational / research, commercial and social spaces of the project. It will also look at the master planning strategies and the interface between the diverse activities occurring on site.

5.3.4 TECHNICAL PERFORMANCE

Critically important to the functional performance of the delivery project are a number of interrelated technical requirements based around the physical, time based and environmental systems, to understand the viability and success of the inhabitable wall and its potential to be replicated across other systems. The evaluation will focus on the physical systems, adaptability and durability of materials to meet the long-term viability of the project.

It will evaluate the following:

• Physical Systems – such as passive solar strategies including light, solar, thermal mass and ventilation. This is important not only due to the need for long term operating cost efficiencies, but also due to the nature of the project – bees are seasonal creatures that respond to both light and temperature.

• Adaptability – of the project and the potential for the project to be cloned and expanded upon will be evaluated. It is anticipated that the architectural firm will adapt the design concept for other similar education / R&D clients.

• Durability – of the ‘wall’ elements and integration of beehives, smoke rooms and honey-making facilities will be accessed. These elements are some of the most unique and possibly physically and architecturally ‘risky’ (ie bees and humans cohabitating) within the project. They also form a


significant proportion of the design and conceptual logic that the project is utilising to demonstrate its success.

5.4 PROCESS EVALUATION

Table 22 in the following section evaluates the project deliverables for three specific areas; the Project Brief, Design Process and Construction / Contract Management; from inception to handover to determine how successfully decisions were arrived at and the project was delivered.

• Project Design Brief: this analyses the brief against the project as delivered, including any changes that were made during the development of the project and the satisfaction of the client, users and stakeholder groups.

• Design Process: looks specifically at the management and integration of the users and stakeholders in the project and the management of any conflict areas and competing interests, as well as looking at efficiencies and improvements within the project.

• Constructions and Contract Management: this focuses on two main areas ie the ability of the team to deliver the project as designed and the success of the people management strategies and communication processes involved.

5.4 Project Delivery Evaluation

Images 17 & 18: Philip Cox and Ian McKay original hand drawings of Tocal College.


THE DESIGN BRIEFTARGET GROUP METHODOLOGY KEY QUESTIONS USE OF INFORMATION

Client Interviews

One on one

Workshops

Were you satisfied with the outcome of the architectural team’s development of the brief in response to your original objectives?

During the brief review and sign off process, did you feel that you were able to raise objectives to elements of the document you were displeased with? And if so, how were these objectives dealt with? Were you happy with the outcome?

Are these areas that you feel the architectural team could have improved upon when developing the brief? eg explanation of complex regularatory requirements.

Did the architectural team provide sufficient research to identify that the development brief was meeting your expectations for the facility? Ie detailed precedent studies, reports from experts in the industry etc

How do you feel the delivered project fulfils the requirements of the brief?

Do you feel that the brief addresses the needs of the project?

In hindsight, would you have mand any changes to the project brief?

If changes were required to the brief, do you think this would have delivered a better outcome?

The information gathered would primarily be used to update the office building manual in regards to ‘the design brief development phase’. Ensuring that any errors or omissions were improved upon in future projects.

As these interviews are often conducted quite informally and not recorded, the information is usually circulated verbally to top level, executive committee members. If required, various items or issues can be included in project reports, however all references and quotes should be formally approved by the source prior to publication.

The information may highlight deficiencies in some areas of staff skills that may need to be addressed by upskilling via training etc.

The information would be used by the firm to help compare the ‘as built’ project to the brief and whether the internal evaluations are seen to be similar to the experience and opinions that the client has expressed within the evaluation.

This will be used to evaluate the effectiveness of the team and their skills in creating an appropriate brief, to determine if further training needs to be conducted. It will also be used to inform the design brief process for future works.

Project Evaluation - The Design Brief


THE DESIGN BRIEF CONTINUEDTARGET GROUP METHODOLOGY KEY QUESTIONS USE OF INFORMATION

Project Management Team

Interviews

Workshops

Questionnaires

Measurements of stats, deadlines, budgets etc

Were you satisfied with the briefing documents and its translation into the built form?

Were you satisfied with the collaboration procedures with the architectural firm?

Are there areas that the architectural firm could have improved upon when developing the brief? Eg explanation of regulatory requirements etc

Did the developed brief refect your expectations for what could be achieved within the constraints of the projects such as time, cost and site restrictions?

The interview are conducted informally and not recorded, therefore the information is only be circulated to key and senior executives verbally.

Information gathered within the workshops is presented in meeting minutes and will be issued for approval to all parties concerned. The information will also be used to create a report that outlines the issues raised during the workshop and strategies and decisions that were developed in response.

The questionnaire will be used to create statistical information including tables and graphs to create an overall image of the architectural firm’s opinions of the project. As the method is anonomous, the particpants can give an honest account of their opinions and dealings. The data would be included in reports and curculated amongst directors and key stakeholders.

Architectural Team

Interviews Did you enjoy working on a project of this scale and duration?

Were you adequately challenged in the role assigned to you?

Do you think the allocated deadlines were adequate / appropriate?

Were you satisfied with the structure of collaboration within the project team and office?

Were you adequately supported in your tasks, role and throughout the project by management and the resources supplied?

The interview are conducted informally and not recorded, therefor the information is only be circulated to key and senior executives verbally. This will assist the firm in future managerial decisions.

The focus groups provide the whole team with an opportunity to contribute their feedback and generate discussion between team members that may uncover issues or concerns that are not normally voiced on an individual level. The information will be documented in meeting minutes and circulated amongst the team at the appropriate time.

It is expected that general feedback such as comments about communication procedures, computer systems, CAD packages and workflows will be addressed through the focus group meetings.

Individual interviews and discussion will identify specific concerns of staff members - the information will be used to develop specific solutions such as training needs, maintain employee morale etc


THE DESIGN BRIEFTARGET GROUP METHODOLOGY KEY QUESTIONS USE OF INFORMATION

Sub-Contractors

Interviews with key consultants

Workshops

Were you satisfied with the briefing documentation and its translation into the built form?

Were you satisfied with the structure of your collaboration with the architectural team?

Did the brief development adequately respond to requirements specific to your areas of consultancy?

Were you satisfied with the architectural firm’s completion of deadlines regarding timelines and workmanship etc?

As these interviews are often conducted quite informally and not recorded, the information is usually circulated verbally to top level, executive committee members. If required, various items or issues can be included in project reports, however all references and quotes should be formally approved by the source prior to publication.

Facility User Groups

Questionnaires

Walk Throughs and Observational Interviews

Focus Groups with different demographics

Were you satisfied with the architectural firm’s development of the brief in response to information given within the design workshops and meetings?

Are there any areas that you feel the architectural firm could be improved upon in relation to developing the design brief?

Observe if spaces are being used as anticipated. Are the spaces ‘active’ and ‘well maintained’?

Discussion with users, where appropriate, about how they use the site and facility?

Do you use the communal facilities?

How do you use the communal facilities?

How do you fee the site design responds to your specific needs?

What other facilities, if any, do you require of the site?

The information may highlight deficiencies in some areas of staff skills that may need to be addressed by upskilling via training etc.

Analyse the responses to rate the comments and satisfaction levels with the facilities provided, as set out in the design brief.

The analysis should be used to access the success of the firm’s research and ability to identify the user groups and project’s requirements. This will also be used to determine further training requirements and impact of subsequent brief for any new projects.

The Design Brief Continued


THE DESIGN PROCESSTARGET GROUP METHODOLOGY KEY QUESTIONS USE OF INFORMATION

Client Interviews with key personnel

Wrokshops with NSW DPI and Tocal College

Walk Through and Observation

Do you think that the user groups and stakeholder workshops obtained the appropriate quality information?

Were you satisfied with the outcome of the design process in response to your original objectives? How well was the information integrated into the designs? Did the workshops make a meaningful contribution?

During the design review and sign off process did you feel you were able to make comments or objections to elements of the proposal you were not please with? How were these comments dealt with and were you happy with the outcome?

Was the design development within the constraints provided for the project such as time, budget and site restrictions?

Would you manage this process differently in the future?

As mentioned - The information gathered would primarily be used to update the building facility manual in regards to ‘the design process’ phase. Ensuring that any errors or omissions were improved upon in future projects. Information gathered from interviews would be circulated verbally to top level, as needed. If required, various items or issues can be included in project reports, however all references and quotes should be formally approved by the source prior to publication.

This information will be used to evaluate the processes used by the design firm to manage and liaise with the client through the design development phase of the project.

The information might also highlight deficiencies in some skills areas that can be addressed through training eg project management.

Project Management Team

Interviews with Key Personnel /Team Leaders

Workshop

Questionnaire

Measurement of stats eg, deadlines, budgets etc

Were you satisfied with the design development and its translation into the built form?

Were you satisfied with the structure of your collaboration with the architectural firm?

Are there areas that the architectural firm could have improved upon when developing the design? Eg explanation of regulatory requirements etc

Did the developed design reflect your expectations for what could be achieved within the constraints of the projects such as time, cost and site restrictions?

Were you satisfied with the operating systems used on the project?



The questionnaire will be used to create statistical information including tables and graphs to create an overall image of the architectural firm’s opinions of the project. As the method is anonomous, the particpants can give an honest account of their opinions and dealings. The data would be included in reports and curculated amongst directors and key stakeholders.

It is expected that general feedback such as comments about communication procedures, computer operating systems, CAD packages and workflows will be addressed through the focus group meetings. The project IT or Office Manager should be informed immediately to rectify any outstanding issues.



Architectural Team

Interviews with each team member

Did you enjoy working on a project of this scale, typology and duration?

Were you adequately challenged in the role assigned to you?

Were you satisfied with the level of collaboration within your project team and with the office support structures?

Were you satisfied with the operating systems used on the project?

Were you adequately supported in your tasks, role and throughout the project by management and the resources supplied?

The interview are conducted informally and not recorded, therefor the information is only be circulated to key and senior executives verbally. This will assist the firm in future managerial decisions.

The focus groups provide the whole team with an opportunity to contribute their feedback and generate discussion between team members that may uncover issues or concerns that are not normally voiced on an individual level. The information will be documented in meeting minutes and circulated amongst the team at the appropriate time.

It is expected that general feedback such as comments about communication procedures, computer operating systems, CAD packages and workflows will be addressed through the focus group meetings. The project IT or Office Manager should be informed imeediately to rectify any outstanding issues.

Sub-Contractors

Interviews with key consultants

Workshops

Questionnaire and Measurement

Were you satisfied with the developed design and its translation into the built form?

Were you satisfied with the structure of your collaboration with the architectural team?

Were there any difficulties pertaining to the transfer of information eg different operating systems, word processing or CAD packages?

Were you satisfied with the architectural firm’s completion of deadlines regarding timelines and workmanship etc?

Interviews and focus group discussion will identify specific concerns of staff members - the information will be used to develop specific solutions such as training needs, maintain employee morale etc



The questionnaire will be used to create statistical information including tables and graphs to create an overall image of the sub-contractors’ opinions of the project. As the method is anonomous, the particpants can give an honest account of their opinions and dealings. The data would be included in reports and circulated amongst directors and key stakeholders.

The Design Process Continued



Users / Key Stakeholders

Walk Throughs and Observation Interviews

Questionnaires

Focus groups (with different demographic groups of users) and Stakeholder groups

Where you satisfied with the outcome of the architectural team’s development of the design in response to views expressed within the design workshops?

Do you think that you had adequate and meaningful input into the project’s design process?

Do you think that the issues and ideas raises throughout the processes were successfully incorporated into the design process?

Do you think that your opinions and concerns raised were adequately addressed during the user group and stakeholder meetings? Were the issues raised resolved during the process?

Were you provided with sufficient research to identify that the developed design was meeting your expectations for a world class facility? Detailed precedent studies, reports from industry experts etc

Do you have any outstanding issues or concerns with the project, ‘as built’? Do you have any additional comments or suggestions to add?

The discussions and focus group meetings will be used to continue developing the relationships with the users and occupants on site. The development of ongoing relationships will be important for subsequent phases of the project.

Information gathered from the users will also be used to evaluate the success of the firm’s current strategies, identifying weaknesses and areas that require improvement and further training. This ongoing training will be vital for the overall success of the firm and assist future projects and phases within the Tocal Apiary project.

These meetings will be used to identify any issues with the stakeholder groups and assist in the management of ongoing relationships for futiure phases of the project.

The information will also be used to critically evaluate the success of the firm’s current stakeholder management strategies and identify areas that require improvement so these can be applied in subsequent design process decisions and direction.


CONSTRUCTION AND CONTRACT MANAGEMENTTARGET GROUP METHODOLOGY KEY QUESTIONS USE OF INFORMATION

Client Interviews with each key personnel and key Executives

Are you satisfied with the delivery of the project and the construction phase?

Were you satisfied with the outcome of the architectural teams management of the construcytion of the project in response to your original objectives?

Were there any issues that you think required better resolution within the construction administration? Or in translation from the developed design to constructions?

Did the architectural team provide sufficient information & research to identify that the construction was meeting your expectations to deliver a world class facility?

Were the changes and updates required during the construction phase justified? Where you happy with these?

Do you feel that the construction drawings appropriately described the building and addressed the functional requirements?

This information will be used to assess the firm’s expectations and procedures against the expectations of the client.

This information will be used to evaluate the processes used by the design firm to manage and liaise with the client through the construction phase.

Information gathered through interviews and walk throughs, may be used to generate additional work to rectify shortcomings of the project that were previously unknown.

As above - The information gathered would primarily be used to update the building facility manual in regards to ‘the construction’ phase. Ensuring that any errors or omissions were improved upon in future projects. Information gathered from interviews would be circulated verbally to top level, as needed. If required, various items or issues can be included in project reports, however all references and quotes should be formally approved by the source prior to publication.

Construction and Contract Management



Project Management team

Interviews with Key Personnel /Team Leaders

Workshop

Questionnaire

Measurement of stats eg, time frames and key milestones,

Were you satisfied with the architectural team’s management of the construction process?

Were you satisfied with the structure of your collaboration with the architectural firm?

Are there areas that the architectural firm could have improved upon within the construction and during contract administration?

Did the end result reflect your expectations for what could be achieved within the constraints of the projects such as time, cost and site restrictions?

The interviews are conducted informally and not recorded, therefore the information is only be circulated to key and senior executives verbally. Pertinent information from the interviews will also be documented in project reports and circulated to the appropriate people.

Information gathered within the workshops is presented in meeting minutes and will be issued for approval to all parties concerned. The information will also be used to create a report that outlines the issues raised during the workshop, plus the strategies & decisions that were developed in response.

The questionnaire together with the statistical information will be included in the project report and circulated amongst directors and key stakeholders. It is expected that general feedback such as comments about communication procedures, computer operating systems, CAD packages and workflows will be addressed immediately. eg the appropriate person should be notified (Project Manager, IT or Office Manager)

Users / Key Stakeholders

Interviews with key Sub-Contractors

Walk Throughs

Workshops

How would you rate the management of the construction phase of the processes? Were you satisfied with the architectural firm’s management of the construction eg quality and workmanship?

Were you satisfied with the channels of communication with the architectural firm? Were issues addressed in an appropriate and timely manner?

Is there anything you would have handled differently?

Were you satisfied with the architectural team’s completion deadlines etc Where these any issues with the drawings and communications processes? What were these and how could they be improved upon in subsequent phases or projects?

The interview are conducted informally and not recorded, therefore the information is only be circulated to key and senior executives verbally. Pertinent information from the interviews will also be documented in project reports and circulated to the appropriate people.

Information gathered through interviews and walk throughs, may be used to generate additional work to rectify shortcomings of the project that were previously unknown.

The workshop will be used to maintain the relationships with various sub-contractors such as the contruction company and help mitigate any relationship issues that may have arisen throughout the process.

The information will be used to inform the ongoing relationships with sub contractors such as the construction company for future projects of similar nature and scale.



The Architectural Firm

Internal workshops

Measurement

Staff meeting / individual one on one meetings

Conduct a review of the final drawings and any updates made, to conpare to the final drawings submitted and approved by the client.

Analyse the scheduled hours and resources projected against the actual figures and budget for the project.

Talk with individual staff members about their experience. Did they enjoy working on a project of this scale? Where they adaquately challenged in the roles they were assigned? Do they feel they have the skills required to deliver the project? What would they have done differently? How could they have been better supported throughout the project?

This information will be used to assess the quality of the original drawings and to conduct an internal audit of the quality control process used by the firm throughout the construction phase.

Statistical information to be included in the project report and distributed to the Project Director and other key stakeholders.

The information will inform management for future projects and company direction, policy and training requirements.

The information will also be used to identify areas requiring improvement and individual staff members’ strengths and weaknesses that can be applied to future projects. Individual staff may also express their desire to obtain more experience in certain areas of the project - ie future career development.

Construction and Contract Management Continued



Users / Key Stakeholder Workshop Groups

Walk Throughs and Observation Interviews

Questionnaires

Focus groups (with different demographic groups of users) and Stakeholder groups

Where you satisfied with the outcome of the architectural team’s management of the construction phase of the project? Particularly quality and workmanship, in response to the views expressed by yourself within the initial design workshops?

During the construction review and sign off, were you able to raise objections about elements of the project you were concerned with? If so, how were these concerns dealt with and were you happy with the outcome?

Were you provided with sufficient research to identify that the construction was meeting your expectations for a world class facility?

Do you have any outstanding concerns with the project, ‘as built’?

Are there any areas that the architectural firm could improve upon when informing users of the developments in the construction phase? Eg delays, staged occupation etc

The walk throughs and observational interviews, together with the focus group meetings will be used to identify any outstanding concerns within the construction phase of the project. This may generate additional work to rectify shortcomings that were previously unknown.

Information gathered from the users will also be used to evaluate the success of the firm’s current strategies, identifying weaknesses and areas that require improvement and further training. This ongoing training will be vital for the overall success of the firm and its future projects.

These meetings will be used to identify any issues within the user and stakeholder groups and managing ongoing relationships.

The information will also be used to critically evaluate the success of the firm’s current stakeholder management strategies and identify areas that require improvement so these can be applied to other construction and contract administration project phases.


FUNCTIONAL DELIVERY EVALUATIONTARGET GROUP METHODOLOGY KEY QUESTIONS USE OF INFORMATION

Client Focus Group

Questionnaire

Have you been satisfied with the awareness and publicity you have received as a result and in response to the opening of the Tocal Apiary?

Does the financial analysis you have conducted support the affordability of the project?

Do you think the concept could be adapted forother similar and future projects?

Do you think the projects answers the College and adgricultural industries call for more apiary facilities and training opportunities?

This information will be used to assess the ability of the architectural team to identify the client’s objectives and successfully deliver the project as required.

The information will also be used to assess the viability of the project and conceptual direction for similar projects.

Building Management

Workshops

Measurements and Physical Monitoring

Physical monitoring and measurement on site.

Have you had any issues with materials used in the construction? Rammed earth wall, recycled shed?

Have you had any issues with the passive solar design of the project ie light, heat, ventilation, thermal mass?

Are the spaces well used?

Are there any reoccurring problems?

Are the workshops well attended and integrated?

The data collected in relation to the building’s functional performance such as light levels, noise levels, air and radiant temperatures, CO2 levels and air flow rates etc will be used to assess the facility against the research that feed into the design brief (ie the function needs analysis) This wlll also feed into the user’s satisfaction rating ie is the faciilty suitable for bees, bee keeping and honey production?

This information will be used to assess the functional quality of the space(s) in catering to the facilities users and management’s needs.

Where issues arise, these will be assessed to understand the origin and to devise and implementation strategies to mitigate future occurrences.

Facility Users Walk Throughs

Focus Groups

Interviews with facility users

How do you feel that the space(s) provided suits your needs?

Do you use the communal spaces? Do these provide everything you require in a educational, training and R&D facility? Do you require additional features or spaces that have not been included? If so, what are these?

This information will be used to assess the spatial qualities of the project and the potential for similar spatial qualities in future projects.

Functional Delivery


TECHNICAL DELIVERY EVALUATIONTARGET GROUP METHODOLOGY KEY QUESTIONS USE OF INFORMATION

External building and industry experts

Walk Throughs

Phyiscal Monitoring

Assess the ventiliation, solare access and thermal comfort qualities of the facility using quantitative tests.

Inspects the materials at defined and regular intervals eg 6 and 12 month intervals, to assess any degrading of materials

The date will be distributed to those involved in the project and analysed against expectations.

The date will be used to inform future design development decisions and the direction of future projects of a similar nature eg the inhabitable wall, innovative approaches to education and training faciities and apiary or agricultural R&D facilities.

Building Management

Workshios Have you had any issues with specific spaces or the facilities physical systems?

Are there any issues with the facility that you have been required to fix? If so, what are they and were they unexpected?

Has the rammed earth caused any issues relating to a buildability problem?

Are there any ongoing or unexpected maintenance issues?

The feedback will be used to identify any misunderstandings or problems that might have occurred in the design processes or quality control procedures within the architectural firm.

It will also be used to inform future design and construction strategies relating to both the inhabitable wall and similar educational, R & D facilities.

Facilty Users Walk Throughs

Focus Groups

Interviews with faculty users.

Have you been able to adapt to the facility?

What if any issues have you experienced?

Are the spaces within the facility sufficient /adaquate for you to be able to conduct your apiary requirements?

This information will be used to assess the accuracy of the firm’s internal processes to interpret the client’s requirements and innovation challenge.

It will also be used to assess the viability of the concept and the potential for it to be used and adapted for similar projects.


Marketing as explained by marketing guru Philip Kotler is to:

‘Create, communicate and deliver value to a target audience, at a profit’.

In this explanation ‘creating value’ comes from the ‘product or service provided, ‘communicating the value’ is the brand message or ‘promise’ to be delivered to the various target markets, ie users and stakeholders, while ‘delivering the value’ relates to customer service and management. In simple terms however marketing is the business activities that are carried out in order to satisfy the clients or customers needs and achieve the organisation’s goals.

Following the successful delivery of the Tocal Apiary, the architectural firm has developed the following Marketing Plan to capitalise on any positive publicity and opportunities that may arise from the project over the next 12 months.

The plan includes the firm’s vision, mission statement, values, and specific marketing goals, as well as identifying potential target markets/audiences and the implementation strategy to achieve these goals.

The purpose of the Tocal Marketing Plan will be to identify and maximise the opportunities to attract prospective clients to the firm, thus contributing to achieving the firm’s business goals.

5.5.1 VISION

A company’s vision statement,

‘defines the optimal desired future state of what an organisation wants to achieve over time and provides guidance and inspiration as to what an organization is focused on achieving in five, ten, or more years’. (Evan, J. 2010)

Architecture has the ability to impact and enrich the quality of life for those who use it.

As the firm specialises in design and problem solving rather than specific building typologies, this means they can offer creative solutions to a range of project types and clients.

The firm’s vision is to:

• Create unique and responsive spaces that go beyond the standard building, thus creating design experiences.

To create design solutions that are of value to our clients and help organisations succeed.

5.5.2 MISSION

The mission statement defines the present state or purpose of the organisation and should identify what it

does, who it does it for and how it does it.

The firm’s mission is to:

• Deliver exceptional design ideas and solutions that create beautiful and sustainable environments for our clients.

The firm’s design solutions are a result of a collaborative process that encourages multidisciplinary professional teams to research alternatives, share knowledge and imagine new ways to solve the challenges of the built environment.

5.5.3 VALUES

A organisation’s values are a core component of the company’s culture or personality, which in turn reflects the ‘rules of play’ or how things get done around the place.

In a competitive marketplace, values are important. The most successful companies have great people and great customers or clients. The best people and clients are attracted to companies that not only produce great work, but whose values ‘fit’, or align to theirs.

The firm’s values guide everything they do for their clients. They are:

• Design Excellence - we believe in the power of design to influence the quality of life and aim to

5.5 Business and Marketing Plan


create exceptional environments that meet and exceed our client’s design challenges.

• Integrity - our reputation is founded in our relationships, which are based on honesty, trust, respect and financial integrity.

• Innovation – we continually look to improve our processes and technologies. We connect people and places with ideas that inspire people through our work.

• Collaboration – we engage in a co-creative process with clients, consultants and contractors.

• Sustainability – we provide clients with projects that are environmentally sustainable and responsible.

The firm believes that architects have an environmental responsibility to creatively engage with all sectors of the community. We care about serving our clients, enriching lives, improving communities and protecting our natural environment through design.

5.5.4 THE APPROACH

Marketing goals have been developed in consultation with the Directors of the firm and as a result of research carried out.

The research carried out includes:

• Situational analysis - to understand both the internal & external environments that the firm is

operating within.• Competitive analysis – to identify the company’s

USP (unique selling point) and how it might meet the needs of its clients better than its competitors.

Once the firm understands the environment it is operating within, the next step in the marketing process is to segment, target and position the company. This involves segmenting the market, identifying and profiling potential customers and then developing a positioning strategy that is meaningful to the target market(s).

The outcome of these processes will be documented in the Marketing Plan, which describes the activities needed to achieve the business goals.

5.5.5 BUSINESS GOALS

The following goals underpin the direction that the firm intends to take over the next 12 months.

• Develop a system of building that can be applied as an alternative approach to both public and private projects (in conjunction with the building products manufacturer and developers)

• Be engaged by a variety of public and private clients throughout NSW and Australia to design other innovative public and institutional buildings (specifically education and training facilities, RD&E facilities) for the broader community.

• To provide best practice examples that will act as

precedents to enable companies and institutions around Australia and internationally to see the delivery and potential for similar ‘state-of-the art’ facilities.

• Produce projects that exemplify innovation through responsive planning and design (where local context is valued as part of the planning and design process to provide a sense of uniqueness.)

• To push boundaries and facilitate the adoption of new technologies and ecologically sustainable development (ESD) that achieve a ‘green star’ certified rating.

5.5.6 MARKETING OBJECTIVES

Best practice objectives should be SMART- specific, measureable, achievable, realistic and time specific.

The specific marketing objectives that the firm will aim to achieve through its marketing initiatives over the next 12 months are:

• Increase visibility and brand awareness of the firm (and in doing so promote its services and their benefits) to selected target markets / clients.

• As measured by increased traffic to the company’s website and direct enquiries to the firm.

• Build the firm’s client base and therefore generate sales and increase profitability through its marketing activities.


5.5.7 TARGET MARKETS

As the firm offers solutions to a range of project types, its clients can include institutional bodies; government entities; small and large developers; the corporate sector; retail; and both private and public housing.

The marketing plan will drill down into the chosen market segments and identify a few key prospects to target over the next 12 months. They are:

1. Publica) Public and Private Higher Education Providers.

Target colleges and universities that have undergraduate and post graduate agricultural courses such as Queensland Agricultural Training College, University of Qld, University of New England, Charles Sturt, University of Melbourne, La Trobe in Vic, ANU, University of Western Australia.

The Tocal Apiary serves as an excellent example of an innovative place in which to learn, whilst furthering both the client’s mission, goals and educational program and demonstrating excellence in architectural design.

b) Government Entities and Departments in other states who may wish to initiate a similar style of project or use elements of the project design within an alternative building.

Eg Dept. of Primary Industries; Dept. of Agriculture,

Fisheries and Forestry (DAFF) in Qld, Vic, WA; Dept. of Education in each state; Austrade regarding similar opportunities overseas.

c) RTOs (Registered training organisations) and RD&E providers.

Australian Government’s Research Council (ARC) re its Innovation, Industry, Science and Research (IISR) portfolio.

2. Industrya) Industry specific organisations such as the Apiary industries, both interstate and overseas.

B) Institutions that can see the application of the similar technologies across this particular discipline eg cultural centre (similar to Canberra Glassworks), community centre, library or exhibition space etc.

c) Building Product Manufacturers. Consider joint venture projects to take advantage of expertise in particular fields eg Rammed Earth Suppliers in various states, Weathertex – sustainable timber products available throughout Australia, with factory in Raymond Terrace.

d) Target Developers such as Verve Projects – creating sustainable communities, Landcom (NSW Government property developer) and Mirvac re Business Parks.

e) Architecture and Building Industry – through associations such as the Australian Institute of Architects, Master Builders Associations, ArchitectureAU to build the

firm’s industry profile.

3.Private a) Companies and individuals potentially interested in philanthropic alternative developments

b) Community Groups / Visionaries – who can see the application approach of innovative systems such as The Tocal Apiary to other industries.

c) Individuals who wish to undertake a different project using elements of the design eg rammed earth housing, the design concept of the ‘inhabitable wall’ and or communal spaces.

5.5.7 Target Markets


5.5.8 MARKETING STRATEGIES

The marketing strategies describe the activities needed to achieve your business objectives.

The marketing mix or tools that companies use to promote themselves include: advertising, sales promotion, public relations, direct marketing, online communications, social media and event marketing. Different activities are used for different purposes ie advertising may be used in the initial stages to inform the market, create brand awareness and build a positive brand position, whereas in the latter stages, it may be used remind or encourage repurchase or to reinforce a good news story such as winning a design award.

The marketing plan should match the firm’s available resources ie money and time. As there is always a finite amount of money and time to spend on marketing, the firm must decide what they consider will be the most effective means of distributing the ‘marketing’ message and attracting potential clients ie what activities will reap the biggest bang for their buck!

The specific marketing strategies ie activities that the firm intends to implement are:

• Online: Website development and social networking (such as the use of Tocal Apiary case study examples on the website with high quality photography, blogs, YouTube and Instagram for

image and videos sharing, LinkedIn to connect to professional networks and Twitter to publicise any immediate ‘wins’ eg awards or news stories about the project to the firm’s network)

• Advertising: Print and online advertising within industry specific forums, including the use of SEM and SEO (search engine marketing and optimization) and viral campaigns

• Publications: Editorial and project stories within industry specific publications and catalogues including the architectural, design, construct, building, engineering, and business journals. Produce hard copy and online collateral materials that profiles the project and the firm.

• Public Relations: Media releases to targeted and appropriate channels eg education, architectural and participation in award applications, to grow awareness and profile. Drive media publicity through Business Press, Architectural and Design Media, Trade Media, Online and Social Media

• Events: Promotions and piggy backing on existing events like Tocal Field Days, the College Open Days, as well as site inspections, facility tours and attending functions.

• Database and Direct Marketing: e-newsletters targeting industry specific audiences eg building material manufacturers or educational providers and emails campaigns out to existing clients to promote word of mouth and referrals.

• Relationship Marketing and Sales: This should

be followed up with direct contact with potential clients to discuss the potential projects (ie sales). Word of mouth referrals and client networking that capitalize on the strength of existing relationships.

It will be essential for the firm to regularly review its marketing initiatives throughout the year, to maximize effectiveness and optimize the return on investment (ROI).

5.6 THE MARKETING PLAN

The Marketing Plan (Table 23 on the following page)identifies the potential target audiences and outlines the strategies the firm will employ over a 12-month period.

5.5.8 Marketing Strategies


MARKETING SEGMENT: PUBLIC SECTOR TARGET MARKET / INDUSTRY

ORGANISATION / DEPARTMENT OR PROSPECT

MARKETING MIX MARKETING ACTIVITIES

Public and Private Higher Education Providers.

Government Sector - NSW and interstate

RD&E providers and RTOs (Registered training organisations)

Queensland Agricultural Training College, University of Qld, University of New England, Charles Sturt, University of Melbourne, La Trobe in Vic, ANU, University of Western Australia.

Department of Primary Industries and Agricultural Colleges

Department of Education

Dept of Planning and Environment

Dept of Agriculture. Fisheries and Forestry (DAFF) in other states.

Australian Government’s Research Council (ARC)

Awards / Advertising

Online Research / Events

Sales

Relationship Marketing

Events

Direct Marketing / Sales

PR

Database/Direct Marketing

Apply for awards relating to innovation and sustainability (social/environmental) and advertise in publications which contain similar schemes.

Research blogs and internet sources that support similar ideas, invite these writers to the site and conduct tours.

Word of mouth referrals to capitalize on the strength of existing relationships. This should be followed up with direct contact with potential clients to discuss the potential projects (ie sales).

Continue to maintain relationships with Dept of Primary Industries, Tocal College and NSW Apiary Industry etc to build on those relationships for networking opportunities, This could include guest speaking engagements about the project, attending or holding functions for specific clients etc.

Contact key department personnel to attend site inpections, facility tours, public open days eg Tocal Field Day, to make sure they are aware of the facility and features.

Contact similar departments in other states and capitals throughout Australia, to capitalise on the success of the project.

The firm to put out a press release about the project, its aim, outcomes, including how the industry has embraced the project. Approach Government (and non RTO) publications departments about writing an article on the success of the project.

e-newsletters targeting industry specific audiences eg building material manufacturers or educational providers and emails campaigns out to existing clients to promote word of mouth and referrals.

5.6 The Marketing Plan


MARKETING SEGMENT: INDUSTRY SECTORTARGET MARKET / INDUSTRY



Building Product Manufacturers / Suppliers

Developers

Architecture and Building Industry

The Apiary Industry

Suppliers to target include: Earth Structures; Murchison Rammed Earth, Rammed Earth Constructions, Rammed Earth Victoria, Ramtec; Sydney Rammed Earther Company, Unique Earth and Rammed Earth Australia Pty Ltd.

Weathertex - sustainable timber products

InfoLink

Eg Verve Projects – creating sustainable communities, Landcom (NSW Government property developer) and Mirvac re Business Parks.

Australian Institute of Architects, Master Builders Assoc.

ArchitectureAU, Architecture & Design; InfoLink- building industry target

Interstate and overseas eg Victorian Apiarists’ Association,

Australian Honey Bee Industry Council (AHBIC)

Events / Networking

Editorial / Advertising

Media

Online banners within the website & e-newsletter

Direct / Personal Sales

Awards

Media, editorial, PR

Online: Website, Digital and Social Media

Contact industry specific groups eg NSW Apiarists Association, Australian Honey Bee Industry Council etc to attend public open days eg Tocal Field Day, to make sure they are aware of the facility and features.

Editorial and project stories within industry specific publications and catalogues including the architectural, design, construct, building, engineering, and business journals. Advertise in their building products publications, catalogues and websites.

Approach the newspapers (local, metro, state and national) to write an article about the facility - its purpose and outcome. Drive media publicity through Business Press, Architectural and Design Media, Trade Media

InfoLink is one of Australia’s largest and leading online Architecture, Building & Construction information resource. Display banners on their website and the possibility of sponsorship ie branding a section or page of their website.

Direct contact with developers and manufacturers to discuss the possibilities of developing building systems and joint ventures

The firm to enter The Tocal Apiary into as many relevant design awards as possible through the National Architecture Awards program - to build industry awareness of the firm and its work and prestige. The outcome of which would create positive news stories that can be used to promote the firm.

Send editorial and case study information to ArchitectureAU to promote the firm’s work to the wider architectural community. Obtain editorial features in Australia’s leading independent building and architecture industry website, Architecture & Design, and magazine Infolink Building Products News.

The firm to write its own article about the project, its aim and outcomes, highlighting the role and capabilities of the firm in successfully delivering this innovative project for distribution to industry groups eg The Apiary Industry,

e-newsletters targeting industry specific audiences eg building material manufacturers or educational providers


MARKETING SEGMENT: PRIVATE INDIVIDUALS, COMMUNITY GROUPS AND BUSINESSTARGET MARKET / INDUSTRY



High Profile Companies, Foundations and Individuals (CEO or Managing Director, Business Manager) who might be interested in alternative developments

Community Group Leaders and/or Visionaries – who can see the application approach of innovative systems such as The Tocal Apiary to other industries.

CB Alexander Foundation, Tocal

The Ian Potter Foundation

Foundations for Food Security

David Michael Gonski AC, Australian public figure, businessman & leading philanthropist

Dr Alan Finkel, (Engineer, entrepreneur and philanthropist) Australia’s Chief Scientist 2016.

Referral

Events / Networking

Relationship Marketing / Sales

Publication Collateral

Editorial

Site Inspections / Facility Tours

Social Media

Identify key personnel and any contacts or connections between team members, existing clients and key people - using your relationships wherever possible. Positive WOM and personal referrals are always the best form of promotion for any company.

Invite key target people and organisations to attend the high profile opening of the facility. Networking - wine and dine key people. Use key clients as Guest or Keynote speakers at events to promote the good work being undertaken at Tocal.

Relationship Marketing and Sales: This should be followed up with direct contact with potential clients to discuss the potential projects (ie sales). Word of mouth referrals and client networking that capitalize on the strength of existing relationships.

Collateral - produce both hard copy and online publication material that profiles the project and highlights the firms’ role, involvement and capabilities in successfully completing the project.

Editorial and project stories within industry specific publications on the successful delivery of the project. Look for angles such as human interest stories about who and how the facility is being used.

Approach community /industry groups and key individuals to tour the facility and site. Run a public open day and events at the site (Piggy Back on existing events such as Tocal Field Days), to introduce community groups to the facility.

Use targetted social media: LinkedIn to connect to professional networks and Twitter to follow influential key people, discuss issues such as food security in forums etc

The Marketing Plan Continued


MARKETING SEGMENT: INTERNAL (SELF PROMOTION)TARGET MARKET / INDUSTRY



Individuals and companies

Online browers / users Online: Website and blogs

Collateral

Social Media

Digital - SEM and SEO

The firm to write its own article about the project, its aim and outcomes, highlighting the role and capabilities of the firm in successfully delivering this innovative project. Promote via its website and blogs.

Collateral - produce both hard copy and online publication material that profiles the project and highlights the firms’ role, involvement and capabilities in successfully

Social media networking (such as the use of Tocal Apiary case study examples on the website with high quality photography, YouTube and Instagram for image and videos sharing, LinkedIn to connect to professional networks and Twitter to publicise any immediate ‘wins’ eg awards or news stories about the project to the firm’s network)

Firm to optimise its website and use SEM (such as Google Adwords) to target online users and direct them to the firm’s website. Behavioural targeting of specific ads to interested parties.


Images 19: Rammed Earth Section

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