LYELL McEWIN HEALTH PRECINCT - MASTER PLAN Health... · 6 LYELL McEWIN HEALTH PRECINCT - MASTER...

LYELL McEWIN HEALTH

PRECINCT - MASTER PLAN

August 2011

LYELL McEWIN HEALTH PRECINCT - MASTER PLAN2

ContentsExecutive Summary 3

1.0 Introduction 4

2.0 Approach 9

3.0 Investigations 11

3.1 Regional Context 11

3.2 Lyell McEwin Hospital 12

3.3 Locality 14

3.4 Traffi c and Transport 16

3.5 Utility Services 23

4.0 Constraints & Opportunities 25

4.1 Constraints 25

4.2 Opportunities 26

4.3 Commercial Strategy Framework 34

4.4 Summary Commercial Opportunities 35

5.0 Master Plan 40

5.1 Introduction 40

5.2 Master Plan Philosophy 41

5.3 Buildings and Site Confi guration 42

5.4 Master Plan 44

6.0 Implementation 45

6.1 Introduction 45

6.2 Lyell McEwin Health Precinct Master Plan 45

6.3 Key Strategic Partners 45

6.4 Public Realm Projects 46

6.5 Organisation 46

6.6 Implementation Strategy 46

6.7 Next Steps 2011 - 2016 46

LYELL McEWIN HEALTH PRECINCT - MASTER PLAN 3

Executive Summary

The City of Playford, in conjunction with the Department of Health and the Lyell McEwin

Hospital, has initiated this project to undertake a Master Plan for the Lyell McEwin Health

Precinct.

The Precinct concept is to develop a strong cluster of mutually supporting activities

that builds out from the existing Lyell McEwin Hospital with a range of medical, allied

health, industrial, technical and supporting services including accommodation, retail and

commercial activities on either the Hospital site or in close proximity to the current site.

The State Government’s Generational Health Review Report 2004 and SA Health Care

Plan 2007 - 2016 identifi ed the Lyell McEwin Hospital as one of the three major hospitals in

Metropolitan Adelaide, principally serving the northern suburbs of Metropolitan Adelaide

and northern regional areas of South Australia.

The northern areas of Metropolitan Adelaide are growing rapidly in terms of population,

housing and employment opportunities as detailed in the 30 Year Plan for Greater Adelaide.

The population of the Playford Council area alone is forecast to double between 2006 and

2026 to 160,000 persons.

The recently commenced Lyell McEwin Hospital Stage C Redevelopment project will

increase the Lyell McEwin Hospital building footprint, the range of services and capacity to

over 400 beds.

The health planning and scope of services provided at the Lyell McEwin Hospital, and

underpinning the Stage C Redevelopment, was based on a 10 year forward planning

window with forward estimates based on the 2006 census and without the benefi t of the 30

Year Plan.

The Health Precinct Master Plan has taken a 30 year view consistent with the 30 Year Plan

for Greater Adelaide..

The Master Plan is not presented as an “End State Plan” but rather as a “Strategy

Document” with supporting mapping and schedules because the scope of future services

cannot be fully defi ned at this time as technologies, medical procedures and health

programs are evolving rapidly.

A broad range of potential opportunities for growth in the Health Precinct are outlined in

Section 4.0 of the Report. Consultation and investigations suggest that between 30,000 and

40,000 square metres of fl oor area with a value of $75 to $100 million is achievable over the

next 10 - 15 years.

The University of South Australia is interested in establishing a clinical school to support

teaching and research in a wide range of disciplines and support community engagement in

health related matters.

The Master Plan therefore provides for the physical expansion of the hospital as well as

providing for allied health and supporting activities along Haydown, Oldham Rollison and

Mark Roads. Streetscape and urban design improvements are proposed in the Precinct

with “main street/high street” treatments focused along Haydown Road. These works are

incorporated in the 5 Year Implementation Plan towards creating an attractive and vibrant

Health Precinct.


1.0 Introduction

The City of Playford, in conjunction with the Department of Health and the Lyell McEwin

Hospital management, has initiated this project to prepare a Master Plan for the Lyell

McEwin Health Precinct.

The project is an important step in implementing the study entitled “Creating a Health

Precinct” in association with the redevelopment of the Lyell McEwin Hospital. The Health

Precinct Feasibility Study, June 2010 - was adopted by the City of Playford on the 27th of July

2010.

The aim of the Health Precinct Feasibility Study was to recognise the signifi cant economic

and social value of the Lyell McEwin Hospital and to leverage off the $336 million investment

by the Department of Health over the period 2000-2015 by facilitating health, allied business

and urban revitalisation into the Precinct.

The feasibility study recognised that the Health Precinct will be an intensive mixed use

urban precinct that includes medical suites, accommodation for students, patients and

patient families, shopping and recreational facilities. The Health Precinct will provide

services that aspire to be a leader in education, training and innovation in community health,

as well as providing best practice services to its local community. In doing so, it will create

linkages with local industry to foster the health, manufacturing and services sectors and

support the economic and social development of Adelaide’s northern suburbs.

The objectives are reinforced by the State Government's Generational Health Review

Report 2004 and SA Health Plan 2007 that identifi es the Lyell McEwin Hospital as one of the

three major hospitals in Metropolitan Adelaide, principally serving the northern suburbs of

Metropolitan Adelaide and northern regional areas of South Australia.

The northern areas of Metropolitan Adelaide are growing rapidly in terms of population,

housing and employment opportunities as detailed in the 30 Year Plan for Greater Adelaide.

For example, the population of the City of Playford is forecast to double between 2011 and

2031 to 160,000 persons.

Figure 1.1 : Metropolitan Adelaide

Tertiary Hospitals Other Hospitals


Lyell McEwin Health PrecinctJohn Rice Avenue/Haydown Road www.hamessharley.com.au +61 8 81123400DATE: July 2011

0 200m100502531242SD01

Figure 1.2 : Lyell McEwin Hospital and Near Locality


The current Lyell McEwin Hospital Stage C redevelopment project will increase the Lyell

McEwin Hospital building footprint on the current site, limiting opportunities for future

expansion, other than vertical opportunities in isolated areas.

The health planning and scope of services provided at the Lyell McEwin, which underpins

Stage C, is based on a 10 year forward planning window. Forward estimates were based on

2006 census data without the benefi t of the 30 Year Plan.

The Master Plan has taken a 30 year view consistent with the 30 Year Plan for Greater

Adelaide. However the immediate recommendations are for the next 5 years.

The Master Plan is not presented as an “End State Plan” but rather as a “Strategy

Document” with supporting graphics cognisant that the scope of future services cannot

be defi ned at this time and technologies, medical procedures and health programs are

evolving rapidly.

The Master Plan provides for the physical expansion of the hospital as well as providing for

the allied health activities, retail, professional and personnel services towards creating a

vibrant Health Precinct with associated urban revitalisation and civic improvements.

The Lyell McEwin Health Precinct master plan has identifi ed the opportunity for an

additional 30,000 - 40,000 sqm of health related development with a capital expenditure of

$75M - $100M over the next 10 - 15 years.

The Precinct is expected to be a major driver for jobs and urban renewal as well as

servicing the growing population. The Lyell McEwin Health Precinct will provide

opportunities to expand the local health sector with associated urban revitalisation and

public realm improvements. Once established as an education, training and services

hub for the health sector the Precinct is expected to attract medical. manufacturing and

potentially pharmaceutical industries adjacent to the Precinct.

Figure 1.3 : Northern Adelaide 30 Year Plan Proposals


Figure 1.4 : Dwelling Targets Plan Figure 1.5 : Job Targets Plan


The Vision Statement, taken from the Creating a Health Precinct Report, is as follows:

The Lyell McEwin Health Precinct will service Northern Adelaide’s Premier Tertiary

Hospital by delivering new models for higher education and training, teaching and

research to provide a skilled workforce for the health needs of Northern Adelaide.’

The Guiding Principles, drawn from the Vision Statement and the consultations during the

course of the master planning process are outlined below. The fi rst three principles are

“Strategic” in nature focusing on overall purpose with the second three Principles being

“Site” related.

1. Meeting the Health Needs of Northern Adelaide / SA Communities

2. Supporting the ‘Core Functions’ of Lyell McEwin Hospital

3. Bringing economic and social benefi t to the broader area

4. Creating a ‘Special Place’ by

• Defi ning Built Form

• Open Space Design / Landscape Enhancements

• Entry Points / Wayfi nding / Public Art

5. Improving Access /Connectivity by

• Defi ning Road Hierarchy

• Appropriate Car Parking

• Walkability / Safety/ Disability Access

• Wayfi nding

• Public Transport

6. Demonstrating Environmental Sustainability by

• Water Conservation

• Energy Conservation

• Waste Management


2.0 Approach

The master planning process incorporated the following Stages over the period March-

June, 2011.

Stage 1 - Initial Urban Design and Site Analysis

Stage 2 - Property and Demand Analysis

Stage 3 - Defi ne Opportunities and Concept Plans

Stage 4 - Develop Draft Master Plan

Stage 5 – Finalisation of the Master Plan

The consulting team was afforded a detailed start up briefi ng by the Client’s Project

Management Group in March 2011, an extended site tour and workshop session with the

Steering Committee in April and a design workshop session with the Steering Committee

and other key stakeholders in May 2011. The Hospital co-ordinated meetings with

Practioners, Mental Health Services, Aboriginal Health Services and Volunteers.

The following individuals and organisations were consulted as part of the master planning

program and their community greatly valued.

• Professor Justin Beilby, Executive Dean , Faculty of Health Sciences, University of

Adelaide

• Professor Allan Evans, Pro Vice Chancellor, Health Sciences, University of South

Australia

• Dr Martyn Evans, Community Engagement, University of Adelaide

• Mr Joe Bennink, Community Engagement, University of Adelaide

• Professor Esther May, Dean of Health and Clinical Education, University of South

Australia

• Ms Anthea Williams, Executive Offi cer, Health Sciences, University of South Australia

• Dr Wayne Harvey, Business Developement Manager, University of South Australia

• Ms Alison Roberts, General Manager, Education Programs and Services, TAFE, SA

• Dr Jim Young, Practitioner and former Director of Medicine at Lyell McEwin Hospital

• Ms Barbara Magin, Chief Executive Offi cer, Northern Division of General Practioners

• Ms Julie-Anne Burgess, Area Director, Northern Adelaide Health Services


• Ms Vanessa Owen, Acting General Manager, Lyell McEwin Hospital

• Ms Irina Lindquist, Director, Engineering and Building Services, Lyell McEwin Hospital

• Mr Peter Mullen, Manager Corporate Services Northern Adelaide Health Services

• Mr Andy Fryar, Chief Executive Offi cer, Lyell McEwin Hospital Volunteers Inc.

• Ms Leona Agis, Manager, Muna Paiendi, Aboriginal Health Services

• Mr Mark Buckerfi eld, Director, Asset Services, Department of Health

• Mr Tim Packer, Projects Team Leader, Asset Services, Department of Health

• Mr Brendan Hewitt, Director Corporate and Clinical Support, Adelaide Health Services

• Mr Sam Raslan, Property Owner Elizabeth Vale Shopping Centre

• George Morias, Department for Transport Energy and Infrastructure (DTEI)

• Mr Andrew Riggs, Business Advisor, Innovate SA, Department of Trade and Economic

Development

• Ms Sharon Bingham, Chief Executive Offi cer, Calvary Central District Hospital

• Mr Glenn Docherty, Mayor, City of Playford

• Mr Greg Pattinson, Group Manager City Development, City of Playford

• Mr Chris Hannaford, Manager Economic Development, City of Playford

• Mr Paul Johnson, Principal Policy Planner, City of Playford

• Brenton Hall, Traffi c Engineer City of Playford

Extensive investigations and consultations were involved in the master planning program

and are reported on in the following sections of this report.


3.0 Investigations

3.1 Regional Context

The Lyell McEwin Hospital (LMH) is located 25 kilometres north of the Adelaide GPO, 5

kilometres south from the Elizabeth Regional Centre and 3 kilometres north of the Salisbury

Town Centre.

The LMH is well served by arterial roads with a primary frontage to John Rice Avenue,

connecting with Main North Road and Phillip Highway.

Major open space is provided within the near locality including open space buffers between

residential and industry, as well as recreation facilities to the west and the Little Para River

Linear Park to the south.

Major industrial employment clusters are established to the west with a focus on General

Motors Holden, Defence Science Technology Organisation and the Edinburgh Parks area

further afi eld.

Figure 3.1 outlines the Regional Context.

The Health Precinct Feasibility Study, June 2010, identifi ed some 192 health business in

the City of Playford including specialist services, medical, oral health service providers and

retailers. Most of the services were in the Centre zones or along Main North Road. A similar

number of health businesses would be within the City of Salisbury with a focus on the

Salisbury Town Centre and more recently Mawson Lakes Town Centre.

The Elizabeth GP Plus Health Care Centre has been established at the Elizabeth City Centre

and the Playford North GP Super Clinic will be established in the new Town Centre north of

Curtis Road adjacent to the new school as part of the Playford Alive Project. Adelaide Uni

Care will also establish a clinical training facility adjacent to the Super Clinic.

Calvary Central District Hospital is located two kilometres to the south west of the LMH

adjacent to the Little Para River Linear Park within the City of Salisbury.

Lyell McEwin Health Precinct

Legend:

Hospitals

Transit Station Railway Line

Open Space Schools 400 m Radius

IndustryShopping Centres

John Rice Avenue/Haydown Road www.hamessharley.com.au +61 8 81123400DATE: 20/06/11

0 800m40020010031242SD01

Figure 3.1: Regional Context

Elizabeth Regional Centre

Lyell McEwin Hospital

Calvary Central Districts Hospital

Salisbury Town Centre


3.2 Lyell McEwin Hospital

The LMH commenced operations in 1958.

The LMH has gone through a number of extensions and refurbishments most recently

Stage A - $91.2 million (2000-04) and Stage B - $43.5 million (2005-2009). The mental

health unit resulted from the fi nal works of Stage B.

Stage C -$202 million - has been approved for construction over the next four years with

the construction of the 1,254 space decked car park as a pre-condition of development and is

already completed.

A Stage D is contemplated but not yet detailed or approved by Government.

An aerial photograph of the current LMH site is provided as Figure 3.2.

Stage C involves the construction of the following:

• 96 bed acute inpatient facilities;

• Ambulatory care building to accommodate expanded outpatient and allied health

services;

• New support services building to accommodate expanded Women’s Health Centre

facilities. Maternal Assessment Unit, administration, research, education, clinician

offi ces and relocated and expanded back of house services; and

• A range of internal reconfi gurations, relocations, refurbishments and upgrade works

to optimise the existing and expanded functional requirements and in particular the

transfer of Muna Paiendi from the present transportable building on Haydown Road to

the former Metropolitan Domiciliary Care building on the corner of Oldham Road and

Mark Road.

Figure 3.2: Aerial Photo of current LMH site


The built form will refl ect the form, materials and fi nishes of Stage A and B and will initially

be contained within built form dispersed over a basement and 2 levels above ground. All

new buildings will meet Post Disaster provisions, be designed to carry additional fl oors and

feature Ecological Sustainable Development Strategies. The LMH is reported as the most

ESD compliant hospital in Australia.

The existing LMH and location of Stage C developments are shown in Figure 3.3

The current gross fl oor area of the LMH is approximately 32,570 sqm.

The LMH has 309 beds including 50 Mental Health beds. There are also some 85

barouches and chairs for same day treatments and scheduled services e.g. chemotherapy

and dialysis. Stage C will increase bed numbers to 394, with 100 barouches and treatment

chairs to be provided in the expanded hospital.

The LMH has an employee base of 1,922 persons refl ected in 1,609 Full Time Equivalents.

This does not include mental health, Muna Paiendi (Aboriginal Health Centre) or renal

services which are managed under separate budget lines. Estimates are that there are

2,500 staff presently on the site which will increase to 4,000 staff at the end Stage C. There is

also a sizable volunteer program involving approximately 500 persons.

The LMH will provide a full range of major complex medical, surgical, diagnostic emergency

and support services for adults and a range of surgical and medical services for women

and children. Surgical services at the LMH will be expanded to offer a more comprehensive

service to people living in the north including:

• Cardiac services including interventional cardiology;

• Urology;

• Ophthamology;

• Cancer services including radiation services; and

• General medicine.

Figure 3.3: Location of Stage C developments


Mental health services will be expanded to include both adult and aged acute mental health

services. Community mental health will also be expanded by the provision of a community

recovery centre in the City of Playford area.

The SA Health Plan devotes signifi cant resources to activities in the northern Adelaide

area recognising the increase in demand from current residents and employees, and the

growing population.

3.3 Locality

The broader locality features predominantly single storey detached residential dwellings.

There is very limited infi ll or residential redevelopment to date in the locality. While the area

was established by the former South Australian Housing Trust, many of the houses have

now been sold to private land owners.

Some support health services are present in the near locality with diagnostic, chiropractic,

podiatrist, physiotherapy and general practice rooms along John Rice Avenue, Haydown

Road and on the corner of Haydown and Oldham Road. Health related equipment hire is

provided from the Elizabeth Vale Shopping Centre to the east of the LMH site.

The Elizabeth Vale Neighbourhood Shopping Centre was constructed in the 1960s, is in

an aged condition and is considered an underutilization of the site given the single storey

construction, large open areas and ineffi cient car parking layout.

Property ownership is shown in Figure 3.4.

A Site Assessment of the locality was carried out and is refl ected in the Figures 3.5 - 3.8

detailing the grouped land parcels, signifi cant buildings, movement networks and open

space areas.Legend:

Private Ownership

Raslan

Minister for Health

City of Playford

Housing SA

Intex Equites

Minister for Education

ESMEC House

Figure 3.4: Property Ownership


Figure 3.5: Land Parcels Figure 3.6: Signifi cant Buildings

Figure 3.7: Movement Networks Figure 3.8: Open Spaces

Arterial Collector Local


3.4 Traffi c and Transport

Access

The site, whilst being somewhat removed from the nearest railway stations, is nevertheless

well located for the establishment of the Precinct that is connected to rail, bus and bicycle

networks as well as businesses in the local area.

The road system would appear to have signifi cant capacity to underpin further development,

however future development will need to be tested to estimate the additional traffi c

generation and distribution, and the requirements of the road network, particularly at the

main entry into the Precinct.

John Rice Avenue is an arterial road in the care and control of DTEI and provides connection

between Main North Road and Phillip Highway that connects Elizabeth Regional Centre and

Salisbury Town Centre. Haydown Road is a distributor level road in the care and control of

the City of Playford, and Oldham Road, Trembath Road and Mark Road are all local roads.

Refer Figure 3.9.

The main hospital entry and at-grade car park is accessed from Oldham Road, and the

recently constructed multi-storey car park for staff and visitors has its entrance off Mark

Road. The majority of staff and visitors access these locations from the junction of John Rice

Avenue and Haydown Road.

The junction of John Rice Avenue and Haydown Road has been classifi ed as a Black

Spot. The Department for Transport Energy and Infrastructure (DTEI) prepared a traffi c

signal design at this junction that includes a sheltered right turn into Haydown Road and a

signalised pedestrian crossing. Liaison with DTEI has identifi ed that the benefi t-cost ratio for

this junction upgrade was not met, and several applications for black spot funding have not

been successful to date.

Figure 3.9: Existing Road Networks


The access driveway for emergency vehicles is off of Oldham Road and separated from

other traffi c. It is accessed in most instances via Haydown Road. The Emergency access

route must not be compromised with any future development or modifi cations to the

roadway.

In the design workshop, Haydown Road was identifi ed as being a Main Street, and Trembath

Road a central spine constructed as a shared zone.

Car Parking

There are currently 1,780 car parks on the site (Refer Figure 3.10) comprising:

• 1,254 spaces in the recently constructed multi-deck; and

• 526 at-grade spaces

Stage C works include the removal of the car park adjacent to John Rice Avenue. This will

result in a total of 1,550 off-street car parks at the end of stage C works. The Multi-deck car

park currently has a 70% utilisation rate at the peak (890 cars parked). Even though there

are spaces remaining, there is signifi cant all day parking in the surrounding streets. A spot

survey counted over 100 cars parked on near streets and it is expected that most of these

are staff. This may be a result of the ease of on-street parking or the avoidance of the fees in

the multi-deck.

A previous traffi c report by Shane P. Foley & Associates, August 2010 identifi ed that there

would be a parking shortfall of around 100 spaces on the hospital grounds after completion

of Stage C. The report suggested that parking in the street be maintained to cover this

shortfall. Therefore, consideration of how on-street parking is utilised and managed

throughout the Health Precinct is critical. It should be noted that the parking estimates in the

report were based on broad data that was available and should be reassessed with more

accurate data input.

Figure 3.10: Car parking (after Stage C)


It was identifi ed in the workshop that the multi-deck car park was a considerable distance

away for many patients to walk to/from the LMH, particularly non-ambulatory patients. Car

parking should be distributed throughout the Precinct with numerous drop off / pick-up

points. An additional multi-deck car park may be appropriate as part of a redevelopment

of the Neighbourhood Shopping Centre and associated uses to provide car parking on the

eastern side of the Hospital.

Rail Travel

The nearest rail stations on the Adelaide to Gawler line are approximately 30 minutes

walking distance or 10 minutes by bicycle. This rail line links the Precinct to:

• GP Plus Superclinic at Elizabeth;

• Munno Para Shopping Centre;

• Elizabeth transport node and regional centre, and

• Salisbury transport node and town centre.

It should also be noted that future electrifi cation of the Adelaide to Gawler line (by 2013) will

improve frequency and speed of the rail service and is likely to be more attractive to users.

Bus Travel

Anecdotal evidence has suggested that the bus services to LMH are infrequent and

inconvenient. However, in 2008 a major upgrade of the bus routes and timetables

signifi cantly improved the bus service to the Hospital. In addition, there are service

upgrades planned to commence in July 2011. There may be a lack of awareness of these

service changes and a careful review of hospital staff, patients and visitors' public transport

needs is required to identify the gaps. Refer Figure 3.11.

Figure 3.11: Bus route


Metro Adelaide bus services (205, 224, 400 and T500) service the LMH, with bus routes

along three sides of the hospital (John Rice Avenue, Haydown Road and Oldham Road).

The combined services form a Go Zone with 15 minute frequency between 7:30am and

6:30pm. In 2008, the bus services to LMH were improved considerably, and included the

Phillip Highway routes being re-directed to link directly to the hospital. The high frequency

direct buses are north-south routes linking the hospital with the transport nodes of

Salisbury and Elizabeth. At these nodes, users can change buses to travel east-west. In

addition, the timetables are designed to connect to the rail service with a 5 minute transfer

time. The bus routes are shown in Figure 3.10.

These routes have wheelchair accessible buses at all times and link the Precinct to:

• Calvary Central District Hospital;

• Transport interchanges at Elizabeth, Salisbury and Paradise;

• Mawson Lakes Campus; and

• Adelaide CBD, including the Royal Adelaide Hospital.

There are currently no direct bus routes from the Precinct to Munno Para, Playford Alive

or Modbury Hospital. However, bus service upgrades planned for July 2011 will include

a direct bus (560) from LMH to Modbury Hospital as well as major upgrades of the 500

service.

Personal safety at bus stops was raised as an issue at the workshops, particularly after

dark. This currently dissuades people from using public transport. Bus stop upgrades,

including shelter and lighting, should be considered as part of streetscape improvements

on John Rice Avenue and in Haydown and Oldham Roads,

Other bus services to the hospital are available as requested by patrons and include the City

of Playford community bus and the Red Cross transport services.


Cycling

Haydown Road and John Rice Avenue are designated routes in the DTEI Bikedirect network

(refer Figure 3.12). Although they are cycling routes, there are no bicycle lanes marked,

and there is a general lack of coherent cycling facilities in the area.

The Little Para shared path is within a two minute cycling distance. This path is used mainly

for recreation and runs adjacent to the River between Main North Road (Salisbury Heights)

and Kings Road, Paralowie.

The State Government has identifi ed the Adelaide to Gawler rail line as a future Greenway.

This will comprise a shared path along its entire length and is likely to encourage cycling in

the area. There are 19 bicycle storage spaces in the decked car park.

Walking

There are relatively high volumes of pedestrian traffi c crossing Haydown Road between

the hospital and the Elizabeth Vale Shopping Centre. This is facilitated satisfactorily with a

signalised crosswalk and wide median islands.

John Rice Avenue is diffi cult to cross with four lanes of traffi c and no median island. The

junction alignment of John Rice Avenue and Haydown Road allows for a relatively high

speed left turn entry into Haydown Road across the line of pedestrian travel and the kerb

ramps are located at an acute angle to oncoming traffi c.

It was identifi ed at the workshop that a ‘compact’ precinct would result in a more walkable

precinct.

Figure 3.12: Cycling route


Traffi c & Transport Recommendations

In summary it is recommended that the following traffi c tasks be undertaken:

• Refer to Figure 3.13 for the local traffi c and ambulance access;

• Liaise with the Department for Transport, Energy and Infrastructure to further refi ne;

their signalised intersection for the junction of John Rice Avenue and Haydown Road in

line with 'High Street' / 'Main Street' concept;

• Develop Haydown Road from John Rice Avenue to Oldham Road as a ‘High Street’with

enhanced footpath environment in the short to medium term on completion of Stage C.

Ensure emergency vehicle access is not impeded with any road modifi cations;

• Test future land use developments to estimate car parking demand to determine

appropriate car parking provision;

• Analyse public transport services following new routes/timetables in July 2011;

• Provide educational awareness of upgraded bus services;

• Identify the gaps in the public transport services and liaise with Adelaide Metro for

future timetable/route upgrading;

• Provide a shuttle bus between the Precinct and the near rail station;

• Existing bus stops are well located around the Precinct along Haydown Road, Oldham

Road and John Rice Avenue. Public transport use would be encouraged by enhancing/

upgrading these bus shelters and public lighting in the short term. In the longer term, a

mini-interchange could be developed to support the broader Precinct; either as a street

based system or a public transport hub;

• Provide additional secure bicycle parking throughout the Health Precinct;

• Liaise with Adelaide Metro to provide bicycle lockers at the Nurlutta and Elizabeth

South rail stations;

• Provide bicycle hire/loan within the Precinct;

• Figure 3.14 depicts a possible Northern Region Health Transit Link route. This is

indicative and subject to defi ning potential passenger demand and analysis of public

transport services; and

• Figure 3.15 depicts a possible future cycling routes to link the Precinct with Nurlutta

and Elizabeth South rail stations and Calvary Central Districts Hospital.

Figure 3.13: Local Traffi c and Ambulance Access

Main Ambulance Access Alternative Ambulance Access Signalised Pedestrian Crossing

Pedestrian Access Major Junction Upgrade(traffi c signals and cross walk)

Major Junction Upgrade


Figure 3.14: Northern Adelaide Health Transit Link Figure 3.15 Cycling/Shuttle Bus Connections

Lyell McEwin Health PrecinctJohn Rice Avenue/Haydown Road

Legend:

Nurlutta

Station

Calvary Hospital

Elizabeth

South

Station

Proposed Cycle Routes

Shuttle Bus - Precinct to Rail Adelaide - Gawler Railway Line

GreenwayLittle Para Shared Path

www.hamessharley.com.au +61 8 81123400DATE: 20/06/11

0 800m40020010031242SD01

Lyell McEwin Health PrecinctJohn Rice Avenue/Haydown Road www.hamessharley.com.au +61 8 81123400DATE: 20/06/11

0 2 km1 km500m25031242SD01

Legend:Health Transit Link Proposed Mass Transit Corridor (30 Year Plan)Railway

Munno Para

District Centre

Elizabeth Regional Centre +

GP Super Clinic

Lyell McEwin Hospital

Elizabeth Regional Centre

Playford Alive GP Plus

Salibury Town Centre

Modbury Hospital


3.5 Utility Services

The hospital site and surrounding properties are well serviced with sewer, water, gas

electricity and telecommunications including the high speed/high capacity SABRENet fi bre line

connecting the States major hospitals, education and research facilities. The utility services

are described below.

Domestic and Fire Water

The domestic water and fi re water supplies to the Precinct are substantial due to the proximity

to the adjacent 600mm diameter trunk main in John Rice Avenue. The SA Water pressure

zone is satisfactory for multi-purpose low rise developments. Tanks and pumps can be

expected for medium to high rise developments. Refer Figure 3.16

Natural Gas

Natural gas supplies to the precinct are substantial due to infrastructure demanded by the

hospital. The 100 diameter supply mains will be satisfactory for multi-purpose developments

in the area and no upgrade to the Precinct is anticipated. Refer Figure 3.17.

Sanitary Drainage

Local SA Water infrastructure provides substantial capability for current requirements and

capability for future expansion. The ability for any proposed development to interconnect

to adjacent infrastructure is available without the requirement for additional evaluation by

Authorities. Refer Figure 3.18

Power Supplies

To the north of the Precinct, ETSA has established the Elizabeth South Sub Station. This

supplies demand to Local Industry, the Hospital and Domestic Product. Locally supplies

feed the hospital and adjacent spaces although the true demand upon this network has not

been fully assessed as part of these master planning activities. Based upon the existing

infrastructure to the adjacent development zones, some upgrade of supply will be required

and this will most likely take the form of new transformers within the bounds of future

developments. Refer Figure 3.19.

Figure 3.16: Domestic & Fire Water Figure 3.17: Natural Gas

Figure 3.18: Sanitary drainage Figure 3.19: Power supplies


A less likely outcome is the requirement to supply new high voltage overhead provisions to the

zone, which can be accommodated (albeit at the expense of the project) if required. The fi nal

outcome will be entirely driven by the maximum demand of the proposed development.

Research and Education Broadband Network

A connection to the SABERNet Network exists and this feed can be interfaced with adjacent

sites as required should the development zones demand the required broadband Research

and Education link. Refer Figure 3.20.

Communications (Fibre)

High speed fi bre runs adjacent a number of development zones and interconnection is

commonly made for new developments. With the modern day requirement for ‘connection’

the opportunity for fi bre and it’s relatively close location allows for a multitude of opportunities

around the Precinct. Refer Figure 3.21.

Communications (Copper)

Local telecommunications via copper are suitable for current developments. With the

proximity of fi bre communications across the Precinct, there will likely be some upgrade of

local copper infrastructure based upon the capabilities of the local exchange but an exhaustive

overhaul will be avoided due to the presence of the fi bre network to assist with data and voice

communications. Refer Figure 3.22.

Utility Services Recommendations

In summary it is recommended that as future stages and individual developments are

identifi ed in terms of location and size that discussions with service providers be initiated

Figure 3.20: Research & Education Broadband

Network

Figure 3.21: Communications (Fibre)

Figure 3.22: Communications (Copper)


The task of developing a high quality innovative urban space integrating with existing and

proposed facilities on the Core Site will require a considered approach to land use and built

form confi guration, coupled with an effi cient, legible movement framework and streetscape

improvements. The Master Plan will also determine the optimal location for the identifi ed

facilities.

4.1 Constraints

The current Lyell McEwin Hospital Stage C redevelopment project will increase the LMH

building footprint on the current site.

Stage C buildings have been designed to carry extra fl oors in future should they be required.

Other opportunities for vertical expansion are only available in isolated areas as the Stage A

and Stage B areas of the Hospital were not engineered for additional building height.

More broadly speaking there is considerable potential to secure additional land for various

activities and facilities and / or promote appropriate developments near the Hospital as part

of the broader Precinct whilst acknowledging the various land owners and differing land use

surrounding the site. Refer to Figure 4.1.

The road and transport system has signifi cant capacity to underpin further development. The

site, whilst being somewhat removed from the nearest railway stations, is nevertheless well

located for the establishment of a Precinct that is connected to rail, bus and bicycle networks

and businesses in the local area.

Improvements are required to the movement system and road network but this is not a

constraint to the development of the Precinct.

4.0 Constraints & Opportunities


The Hospital site and surrounding properties are well serviced with sewer, water, gas

electricity and telecommunications.

The high speed/high capacity SABRENet fi bre line connecting the States major

hospitals, education and research facilities is in Oldham Road and Haydown Road along

with high voltage power and trunk sewer and water. The extension of the SABRENet

network from the hospital to businesses in the Precinct would be a signifi cant asset and

would act as an incentive to locate into the Precinct.

Electricity augmentation may be required, however overall, utility infrastructure and

services are not considered a constraint.

4.2 Opportunities

Health and medical opportunities identifi ed through consultations and investigations include:

• Education and Training with Universities and TAFE;

• Research and Laboratories;

• Simulation Facility;

• Private Medical Rooms serving Outpatients/Day Surgery;

• Associated Health and Allied Services;

• Medical and Laboratory Equipment Manufacture and Supply; and

• Equipment Hire.

Non-medical opportunities include:

• Fitness Centre;

• Community Health;

• Community Centre and Library;

• Convention Facility;

• Offi ces and Consulting Rooms for non-medical professionals;

• Expanded Food Offer; Cafes and Restaurants;

• Retail e.g. Gifts, Newsagency, Flowers, Hairdresser;

• Commercial e.g. Post Offi ce, SA Revenue Offi ce, Bank, Travel Agency;

• Child Care;

• Aged Care Facility;

• Higher density residential accommodation for rental or purchase; and

• Short Term Accommodation – ‘medi-motel’ and serviced apartments.

Further detail is provided in the following pages.

Legend:Private Ownership

Raslan

Minister for Health

City of Playford

Housing SA

Intex Equites

Minister for Education

ESMEC House

Figure 4.1: Land Ownnership


Education and Training with the Universities and TAFE

The University of Adelaide and the University of South Australia are members of the LMH

Health Precinct Steering Committee and have indicated strong interest in having a education

and training facilities within or associated with the Hospital. Flinders University has also

expressed an interest. TAFE has also expressed interest for allied health services training

and manufacture of medical and laboratory equipment, testing and associated activities.

The University of South Australia (UniSA) is interested in establishing a clinical school to

support teaching and research in a wide range of disciplines and support engagement in

health-related matters. The University would seek a site near the Hospital but does not

need to be on the Hospital Site. The clinical school envisaged by UniSA would be in the order

of 4,000 sqm.

Research and Laboratories

The Universities have also indicated interest in research facilities including laboratories in

association with the Hospital. The facilities would ideally be within the Hospital to maximise

interaction between staff but also could be in near proximity.

Simulation Facility

As part of the education and training facilities a medical simulation centre has been

advanced by the Hospital Management. Ideally this facility would be within the Hospital and

conveniently located near the education and training facilities.


Private Medical Rooms serving Outpatients/Day Surgery

The Adelaide Northern Division of General Practice and Hospital Management has reported

that private medical rooms to assist with specialist, out-patient and day surgery procedures

are sought ideally in association with the Hospital to allow direct access and limit travel time.

A commercial lease with Department of Health would apply for rooms in the Hospital or on

the Hospital Site. Alternative medical rooms in near proximity are suggested which could

be owned and managed by the Adelaide Northern Division of General Practice or by private

interest. A serviced offi ce approach could be considered.

Associated Health and Allied Services

Diagnostic and other testing facilities within or near the hospital will need to be provided so as

to support the increased patient numbers and increased outpatient and day surgery patients.

Dentistry, Chiropractic, Physiotherapy, Paediatrics and Podiatry, Pharmacy and similar allied

health services would benefi t from a location in the Health Precinct and could provide services

to the Hospital.

Rooms could be located in the existing dwellings along Haydown Road, Oldham Road and/

or Trembath Road as transition uses until a suffi cient number of allied health services arise

to warrant a commercial investment in new offi ces. Serviced offi ces may be an appropriate

arrangement.

Health Care Industry Sector

In 2008 the then Centre for Innovation (now Innovate SA) conducted a survey of over 90

companies producing for the health care industry. Over 78% participated providing valuable

information. Nearly 30% were located in and around Thebarton and Inner west Adelaide which

is the preferred location for the Sector.


A summary follows and the full results are available from Innovate SA:

• Sub sectors represented include assistive devices, health software, medical devices,

cosmetics, laboratory supplies and invitro devices, pharmaceuticals, clinic trials with

assistive devices making up 25% of the Sector;

• 32% were looking to relocate;

• 55% collaborated with a research facility or university;

• 23% see benefi t in being associated with a health precinct;

• 63% were exporting; and

• In 2008 there were 2,209 full time equivalent employees with over 40% in assisted devices.

This is a major growth area as health has recently overtakent manufacturing as the major

employer in South Australia with 103,000 jobs (ABS 2011)..

Bio technology

In 2009, Bio Innovation SA conducted a survey of Biotechnology companies not previously

included in the above survey and interestingly the fi ndings were consistent with the above

fi ndings. Approximately 100 companies operate in the bio-technology sector comprising

agriculture/environment, service providers, diagnostic, devices, bio-medical with bio-medical

making up 37% of the sector.

Approximately 33% are located in Thebarton and 56% prefer Thebarton to establish a new

company.

Over 50% were established from Intellectual Property originating from hospitals and

Universities.

The industry employs about 170 full time equivalents and these numbers have doubled in

the last eight years. The companies have a highly skilled workforce with over 50% having a

university degree and 10% having a PhD. Trading income, excluding grants, almost tripled

between 2001/02 and 2007/08 with almost 50% derived from export. Venture capital funding

increased tenfold from $0.8 million in 2005/06 to $8.3 million in 2007/08.


Medical Devices

The medical device industry is an emerging sector reliant on innovation to help commercialise

improvements in health care technologies with potential high value adding. IBIS World

Industry Report, 31 March 2009 reported a domestic market of $6 billion and exports of $1.6

billion with a growth estimated at 5.6% per annum. Australia represents only 1.4% of the global

market. The medical device market has a gross margin of 60%. More than 60% of sales are

weighted towards cardiovascular disease and orthopaedic.

Australia, and South Australia in particular, is well placed to take advantage of the global

market given the research capacity and technical skills. The South Australian Government has

therefore committed $2 million to develop a medicinal and medical devices industry around

the Clovelly Park Clean Tech Precinct. This may provide fl ow on opportunities in the LMH

Health Precinct.

Fitness Centre

Executive Fitness Management (EFM) operates a fi tness centre within the Hospital on a

session basis for LMH staff. Space is limited and the fi tness centre business is likely to grow

with additional staff after Stage C. An expanded fi tness centre could be made available to

visitors to the Hospital. EFM also has premises on Haydown Road.

Additionally, a further fi tness centre could be anticipated within the Precinct perhaps

associated with a redeveloped Neighbourhood Centre or in close proximity.

Community Health, Nutrition and Fitness

The SA Health Plan and Hospital Management identifi ed a need to promote community health

and fi tness. This could be associated with the fi tness centre or tie in with community centre,

teaching space and / or convention style facilities.


Convention Facility

Multiple suggestions were forthcoming during consultation of the lack of modern meeting

space/convention venues. A space accommodating up to 100 persons was suggested as

desirable. Larger events could be accommodated at Playford Civic Centre, Salisbury Civic

Centre and at Mawson Lakes. Such a facility could be used for community and hospital staff

functions. A University education and training facility could provide foyer and meeting rooms for

convention activities and other functions.

Community Centre and Library

Suggestions were forthcoming during consultation of the potential for a community centre

and library. There was some reservation from City of Playford staff given the relative close

proximity to Elizabeth and Salisbury Town Centres and current commitments to the Playford

Alive program. A University education and training facility could provide foyer and meeting

rooms for community education and other functions. The LMH has a book loan service.

Offi ces and Consulting Rooms for non-medical professionals

With the expanded Hospital and potential build up of related medical and allied health business

the Precinct should attract allied health business and non-medical for example accountants,

tax return services, fi nancial planners and real estate agents. These activities would potentially

be in the Neighbourhood Centre or nearby for convenience of use, consolidating and

populating the Health Precinct.

Expanded Food Offer; Cafes and Restaurants

A consistent opportunity raised at all sessions was desirability of an expanded food offer.

This could be in the Hospital and /or in the near Precinct. Options along Haydown Road were

discussed for cafes, take away food outlets and potentially a restaurant. The Hospital entry

off Haydown could be re-confi gured and the building extended to provide a food court and

associated activities.


There was also the desire to expand the hours to 7.00 am to 7.00pm to provide breakfast,

lunch and dinner options. The LMH Volunteers Inc. would consider expanding the food offer as

well as the hours of operation.

Retail e.g. Gifts, Newsagency, Flowers, Hairdresser, Travel Agent

Multiple suggestions were raised in consultation for the extension of the retail offer. Reference

was drawn to new hospitals around Australia containing an indoor main street or retail mall

environment. Giftware, News Agency, Florist and Travel Agency were highlighted and could

be presented as a single tenancy. Personal services like hairdressing and nail grooming were

also highlighted. These could be offered within the Hospital or in close proximity. A public road

frontage would be desirable to pick up on passing trade.

The LMH Volunteers Inc. would consider expanding the goods and services as well as the

hours of operation

Commercial e.g. Post Offi ce/SA Revenue, Bank,

With the expanded Hospital and potential build up of related medical and allied health business

the Precinct should attract non-medical and allied health businesses, for example Post Offi ce,

SA Revenue Offi ce and / or Bank.

Child Care and Play Space

Child Care was raised regularly in discussions as a much needed service and related to

short term and day care for the children of both staff and visitors. While there are child care

facilities in near suburbs and centres (with the closest across John Rice Avenue and at the

Elizabeth Vale Primary School). The provision of child care on the site of the Hospital or in

near proximity to the Hospital was seen as highly desirable. Existing residential houses along

Haydown, Oldham or Trembath Roads could provide initial start-ups for child care if a site is

not forthcoming on the Hospital Site.


In addition the provision of a supervised play space and playground for children’s engagement

on visits was suggested during consultation by management, staff and key stakeholders.

Aged Care Facility

Aged Care was identifi ed in the brief but was not viewed as high priority in the Precinct. Aged

care facilities are occurring in many other areas across northern Metropolitan Area.

The development of aged care facilities in close proximity to hospitals are occurring in

Metropolitan Adelaide most notably at Ashford Hospital, on Anzac Highway, Ashford.

The built form of aged care is changing, moving from low rise facilities to multi-storey buildings

for both independent and supported accommodation.

Redevelopment of existing residential properties in near proximity to the Hospital would be of

social benefi t in providing housing options in the aged care area.

Short Term Accommodation – ‘Medi-Motel’ and Serviced Apartments

A consistently expressed need and opportunity was the provision of a motel style (low-

medium cost) accommodation for family members and carers, non-acute patients needing

accommodation prior to out-patient or day surgery and patients receiving repeat treatments

over a number of days that are not assigned a hospital bed. Current accommodation options

are very limited in the Playford and Salisbury Council Areas.

Similarly there were multiple suggestions that short term accommodation (1 week to 3

months) in the form of Serviced Apartments which would assist longer stay patients and family

members and accommodate visitors and/or persons attending training programs. An initial

complex of 20-30 apartments with capacity to be expanded was recommended.


There is a strong association with Calvary Hospital due to the Hospitals proximity, availability

of bedspace and range of services for non-acute care. Calvary Hospital operates on about 80%

bedspace The LMH operates on regularly operates one a 100-120% demand for available

beds.

The LMH arranges for transfer to RAH for specialist treatment e.g. third degree burns injuries

and other complex conditions.

The LMH also works in association with Modbury and QEH as part of the Public Health

Care Sector and Gawler hHospital as a Community Facility for non-acute care or where the

Hospital has the appropriate services and available beds. This is an important part of the

Hospitals operation and is likely to continue with growth in population, aging population and

health delivery models.

4.3 Commercial Strategy Framework

Leedwell Strategic has developed a Commercial Strategic Framework that is set out in the

graphic on the following page.

The Framework considers four dimensions as follows:

• New Business Reality;

• Human Resources Focus;

• Capturing Expenditure; and

• Commercial Elements.

The four inter-related dimensions are then drawn out into key components as refl ected in the

graphic.

A matrix table provides a summary of future commercial elements that have been identifi ed as

part of the Health Precinct. The matrix tables outlines Market Segments (Who), the Elements

(What) with a description of fl oor areas, Commercial Principles, Investment Scope, Private/

Public involvement, On/Off Campus location and SA Health/Council involvement.

Higher Density Residential Accommodation for Rental or Purchase

The nearby residential properties have relatively low capital values and very low

densities. Redevelopment for medium rise, medium density residential development

would be an opportunity that would increase the population base and support new

business. Staff in the Hospital or new businesses in the Precinct are likely to take up

these housing options in the Precinct on a purchase or rental basis. Sites along Oldham

Road and Rollison Road are considered particularly suitable.

Collaborations with other Hospitals.

The LMH works in association with other public and private hospital in providing a health

service to the northern areas of Metropolitan Adelaide and South Australia.


4.4 Summary Commercial Opportunities

The consultations and investigations carried out by Leedwell and Hames Sharley have

identifi ed the following commercial opportunities:

• Food and beverage -500 sqm (ground fl oor hospital in addition to Neighbourhood Centre);

• Non-food retail - 750 sqm;

• Supermarket -2,000 sqm - 2,500 sqm;

• Short term visitor accommodation –Stage 1: 30rooms say 600 sqm -800 sqm;

• Student- Resident long term accommodation with initial 10 by 1 bedroom studio and 10 by

two bedroom studio;

• Tertiary education and training Short term 400 sqm. Long term 4,000 sqm;

• Health forum space;

• Clinical Training ;

• Simulation Room;

• Wet Laboratory;

• Allied health incorporating private clinics, day surgery, Outpatients, General Practice,

Diagnostics, Dentistry, Physiotherapy, Chiropractor etc;

• Medical-Health Businesses Medium Term 500 sqm – 1,000 sqm Long Term 2,000 sqm;

• Professional and offi ce areas

• Child care centre;

• Gymnasium;

• Convention Facility;

• Community Centre; and

• Multi deck car park 400-600 spaces.

The above commercial opportunities can be located off the hospital site but close proximity is

desirable to maximize the interaction and activity.


CAPTURING EXPENDITURE

COMMERCIAL ELEMENTS

MONOPOLY

$500MIL P.A.

MULTIPLY INVESTMENT

•RETAIN EXPENDITURE

•MINIMISE ESCAPE EXPENDITURE

•DESTINATIONAL MODEL

•CAPTURE UNIQUE MARKET

•MAXIMISE RETAIL OPPORTUNITIES

•LINKS TO PLACE MAKING

•LINKS TO HR STRATEGY

•DELIVERS ON GOVERNMENT’S MANDATE

ELEMENTS

MARKET

AREA REQUIREMENT

COMMERCIAL PRINCIPLES

COST

ON / OFF CAMPUS

INVESTMENT

HEALTH’S ROLE

WHAT?

WHO?

HOW MUCH?

HOW?

LEVEL OF CAPITAL INVESTMENT

WHERE?

BY WHOM?

STRATEGY INFORMING THE MASTER PLAN

COMMERCIAL STRATEGY FRAMEWORK

NEW BUSINESS REALITY

HUMAN RESOURCES FOCUS

DEFINING

GOVERNMENT’S

MANDATE

DEFINE

TERTIARY

CENTRE

COMMERCIAL

DRIVERS

BUSINESS

DRIVERS

NEW

BUSINESS

REALITY

HUMAN

RESOURCES

FOCUS

CAPTURING

EXPENDITURE

COMMERCIAL

ELEMENTS

EFFICIENCY

NET REVENUE

PARTNERSHIPS

DE-RISKING

CAPITALISE

INNOVATION

CREATE TERTIARY CENTRE

INVESTMENT PLATFORM

EFFICIENCY QUOTAS ON OPERATIONS

NET REVENUE TARGET RETURN

UNIVERSITIES, PRIVATE SECTOR, NFP, OTHER

FUTURE PROOF GOVERNMENT’S

INVESTMENT

CAPITALISE ON GOVERNMENT’S

INVESTMENT

CENTRE OF INNOVATION AND EXCELLENCE

DELIVERING NEW ELEMENTS

ATTRACT $ FROM PRIVATE, C/WEALTH, NFP

PLACE MAKING

WORKFORCE / HR

STRATEGY

FAMILIARISATION

• REDUCE STAFF TURNOVER

•ATTRACT GOOD STAFF

•RETAIN STAFF

•AMENITY

•ACCOMMODATION

•SAFETY

•FACILITIES

•LEARNING CENTRE

•EMPLOYMENT FEEDER


LYELL McEWIN PRECINCT – TERTIARY PRECINCT - COMMERCIAL ELEMENTS

The following matrix provides a summary of future commercial elements which are identified as part of the Tertiary Precinct at LMH

MARKET

(WHO)

W

H

O

ELEMENT

(WHAT) DESCRIPTION

MASTER PLAN DRIVERS – COMMERCIAL

COMMERCIAL PRINCIPLES INVESTMENT SCOPE PRIVATE – PUBLIC INVESTMENT MASTER PLAN CONTEXT

ON CAMPUS – OFF CAMPUS SA HEALTH ROLE

Students

Staff

Visitors

Residents

Professionals

RETAIL

Food and Beverage

Non-Food Specialties

Convenience (Mini-Mart)

SUPPORT

Café Restaurant

x 2-3 = 500sqm

Specialties –

10x50-100sqm

=750sqm

Supermarket

Full Line –

2,000-2,500sqm

Total Retail

3,000-4,000sqm

Essential Place Making

Access- Security (High)

Extended Hours of Trading

Exposure

Critical Mass

Major Captured Expenditure

Expansion Potential

Scope of 1 Dominant Centre

and Localised Nodes

Investment Quantum - 4,000/sqm at $1,500/sqm = $6million

Third party tenants on commercial lease arrangements responsible

for fitout - 4,000sqm at $1,000-$2,000/sqm - $6-8million

Potential Involvement of Volunteer Program in non-specialised retail

(café, florist, etc)

Brand Tenants in specialist or licences areas (Pharmacy, travel agent,

hairdresser, newsagent, banks etc)

Requires centre management once scale is achieved

POTENTIAL REVENUE STREAM – FREEHOLD OWNERSHIP

(LEASES)

BUSINESS OPERATIONS (NET PROFIT)

EITHER

Tied to Land Ownership

Traditional Tenure Principles (Freehold)

Private Appetite if Off Campus

OPTIONS

A. Central to Hospital Epicentre

B. Main Street (0n or Off Campus – or

both)

C. Growth Nodes

Facilitator

Investor - Owner

JV Partner

Operator

Visitors

Short Term –

Residents

Country based

Families

SHORT TERM

ACCOMMODATION

Hotel – Motel (short stay)

Serviced Apartments(to 2

weeks)

SUPPORT

Hotel – Motel

Stage 1 - Say 30

rooms + facilities

= 600-800sqm

Hotel - Motel

Requires Scale – say 30+

rooms

Specialist Business

Operations

Serviced Apartments

30 room hotel – motel – 700sqm @3,000/sqm - $2.1million

Typically third party developer, investor and specialist operator –

existing structure and network

Ability to expand 100%

Linked to Oncology Centre

Linked to Education Facilities - Visitors

PRIVATE INVESTMENT

AND

OPERATION

Hotel – Motel

Off Campus – NON-CORE

Adjoining, Salisbury, EEC?

Shuttle Bus?

Facilitator

Students –

Residents

Patient’s

Families

LONG TERM

ACCOMMODATION

Long Term – Annual Tenure

SUPPORT

Residential

10x1 bed and 10x2

bed = 20

apartments

40-70sqm =

1,100sqm

Housing

Student Accommodation

Requires existence of

Education/Training Element

International Workforce

Link Model

20 residential apartments - @$250,000 - $5million

Student Housing Developer/Operator

Not-for-profit Housing Provider – Partnership

Low Cost Rental – viability subsidy required

Ability to Expand 100%

Linked to Education Facilities – Permanent

Link to Core Staff (nursing) – Permanent

Linked to Parents

Links to Indigenous Housing – Specialist Requirements

TWO OPTIONS

PRIVATE (Freehold Ownership)

PUBLIC – NGO PARTNERSHIP

OPTIONS

A. Private Provider – Off Campus –

Mixed Use

B. Public/NGO Partnership –

Leasehold Tenure – On Campus or

Partner Land – designated precinct

Facilitator

JV Partner?

Council Partnership Role

Students

Staff

Professionals

TERTIARY EDUCATION AND

TRAINING

R&D, SIMULATION WET LABS

SHARED EDUCATION SPACE

Institutional Partnership

Facility of Medicine

CORE

Short Term

1-2 x 400sqm

Program Areas

Longer Term

Medi-Centre of

Excellence

4 x 1,000

Strategic direction to

integrate into Core SA

Health site initially

Space for Health Forum

Stage 2 form to require

multiple and specialised

facilities

Needs support

infrastructure and services

Car Parking, Retail Activity

Node (Place),

Accommodation cope of 1

Dominant Centre and

Localised Nodes

Short term – lease of core space to University or shared services

platform (ie lecture theatre) – need for office type space linked to

amenities

Multiple Universities interested

Longer term – major Uni- Commonwealth Government capital

funding ($20-30million) to expand Centre of Excellence – 3-5 years

time

80-100+ Student Capacity

Major Space User

Critical Element of Tertiary Centre

Include Function Centre / Convention Centre

2-3 year lead timeframe – 100% GROWTH FACTOR IN LONGER

TERM

PUBLIC (short term)

UNIVERSITY – COMMONWEALTH (longer

term)

OPTIONS

A. Short Term – SA Health provided

space on commercial basis

B. Major Centre

Direction - Mixed Use Structure

Facilitator

Investor - Owner

JV Partner

Council Partnership Role


MARKET

(WHO)

W

H

O

ELEMENT

(WHAT) DESCRIPTION


COMMERCIAL PRINCIPLES INVESTMENT SCOPE PRIVATE – PUBLIC INVESTMENT MASTER PLAN CONTEXT


Staff

Professionals

Students

CLINICAL TRAINING

R&D

Simulation Lab

Clinical Training Unit

CORE

Current

Requirement

Say 300sqm

Expand to

1,000sqm

Short-Medium Term – SA

Health Partnership

Within Hospital facilities

Longer Term – primary

University role – absorbed

into Tertiary Education

Facility

Shorter Term - SA Health partnership role

Incorporated within existing Hospital site

Included in Tertiary Education and Training facility in longer term

PUBLIC Short Term – SA Health OR Uni

provided space on commercial basis

Owner

JV Partner

Professionals

ALLIED HEALTH SERVICES

Private Clinics, Day Surgery,

Diagnostics, GP, Specialists,

Outpatient Services, Allied

Health (dentist, physiotherapy,

chiropractor, etc)

Consulting Rooms

CORE

4 x 1,000sqm

tenancies

Smaller

consulting type

tenancies within

larger floor plate

Likely to be anchored by

lease of major user

Traditional office/consulting

room type accommodation

Say 2 Stages of 2,000sqm x $4,000/sqm = $8million (x2)

Private Sector Funded via Co-operative Fund or private sector

investor

Demand driven – staged development

Freehold ownership

PRIVATE

Private Provider – Off Campus

Adjoining core site

LIMITED

Health Care

Industry

Corporate

MEDICAL - HEALTH

BUSINESS

CORE

Medium Term

5-10 x 100sqm

incubator

businesses

Quasi-office/tech

space

Longer Term

4 x 500-

1,000sqm

Tech / Industrial

space

Incubator Start Ups

(R&D linked)

Key Corporate Businesses

Can be in vertical building

Likely to be one off individual

investments

Incubator Based

Small Business Start ups, Clinical Trails – grant funded – linked to

Uni’s

Direction to require cost effective leased accommodation – say

$150/sqm (within existing facilities) – may justify new accommodation

rentals (say $300/sqm) for subsidised (grant funded) activities

Set up to capture short term opportunities

Strongly driven by workforce drivers for staff, transport etc

Industry Investment - Venture Capital Business

Initial development stages – require leased accommodation

May mature to develop owned facilities – medium to longer term

2,000-4,000sqm at say $4,000/sqm - $8-16million (longer term)

Will require significant tertiary centre in existence to attract activity,

investment, workforce relocation form CBD 5km inner ring

PUBLIC PARTNERSHIP

SA Health or University Supported

PRIVATE

Short Term – SA Health OR Uni

provided space on commercial basis

LONGER TERM – OFF CAMPUS

INVESTMENT

Facilitator

Investor - Owner

JV Partner

Staff

Residents

CHILD CARE CENTRE

SUPPORT

300sqm

Outdoor space

Security

paramount

Specialist – Licenced Facility

Linked to high access – car

park, school etc

Specialist Facility

Potentially linked to early leaning centre – and/or primary school

Say 50-80 child capacity

Needs ground floor and sheltered open space

Capital Investment in order of $1million

PRIVATE

Private Provider – Off Campus

Adjoining core site

LIMITED

Staff

Residents

GYMNASIUM

SUPPORT

Medium scale

Gym and Fitness

Centre

200-300sqm Specialist Business

Existing EFM at LMH currently

Essentially requires leased accommodation and be incorporated into

retail areas as a major tenancy

Say 500 member base module

Will require both general public and medical staff related business

Can operate in low exposure location (rear tenancy) with strong

directional signage

Could link to therapy areas – swimming pool etc to gain joint use

PRIVATE

Options

Central to Hospital Epicentre

Possible Main Street (0n or Off

Campus – or both)

Owner

JV Partner


MARKET

(WHO)

ELEMENT

(WHAT) DESCRIPTION


COMMERCIAL PRINCIPLES INVESTMENT SCOPE PRIVATE – PUBLIC INVESTMENT MASTER PLAN CONTEXT COMMERCIAL PRINCIPLES


Staff

CORE ADMINISTRATION

CORE

Office 1,000sqm

Office use

Admin, Boardroom

SA Health Central Administration function – say 1,000sqm

Options for inclusion in Main Street rather than central hospital areas

Could avail core Hospital areas for primary medical or training

functions

Options for private sector funded accommodation via long term lease

model

PRIVATE OR PUBLIC


Campus – or both)

Facilitator

Staff

Visitors

CONVENTION FACILITY

SUPPORT

Capacity for

auditorium for

100+ pp

Not envisaged to be justified

in own right

Space for functions, gatherings etc

Function to be incorporated into Tertiary Education Centre PRIVATE LINKED TO TERTIARY CENTRE

Facilitator

JV Partner

Staff

Visitors

COMMUNITY CENTRE AND

LIBRARY

ADJUNCT

Community

Access Space

Not envisaged to be justified

in own right Function to be incorporated into Tertiary Education Centre PRIVATE LINKED TO TERTIARY CENTRE

Facilitator

JV Partner

Residents

Staff

AGED CARE FACILITY

ADJUNCT

Say 100-120 bed

facility

Low and High Care Facility

Commonwealth funded and

regulated facility

Potential site for major aged care facility – 24/7 facility

Say base module of 100-120 beds for operational efficiency

Could be multi-level facility – still require large area of land

Capital Investment of say $250,000/bed = $25million

Low bond socio-economic area – lend itself to land provision by

Council

NGO Licenced Aged Care Provider Partnership

Subject to issue of new licences

Link to Council’s aging strategy

Requires links to staff parking

PRIVATE - NGO PARTNERSHIP

OFF CAMPUS – ADJOINING SITE

COUNCIL - Facilitator

Staff

Visitors

Residents

CAR PARKING

SUPPORT

500-1,000 bay

car park

Additional to

Core SA Health

car park

Scale of say 500 bay

minimum

Requires 35mx60m base

module – open sides to 50%

To adjoin multi-demand

land uses (day and night)

High Access - central

Capital Cost – say $25,000/bay - $12.5million to $25million

Linked to main street function to avail access to short term visitors,

retail customers, day parkers and others

Strategy of consolidated multi-deck parking to enable greater

intensity/density of development on adjoining sites (hotel, residential,

retail, child care etc)

Potential infrastructure role of SA Health in shorter term – with intent

to on-sell once occupancy is achieved

PRIVATE OR PUBLIC

Options

Mid Block off Main Street (Off Campus)

Facilitator

JV Partner

Staff

Visitors

Residents

MISCELLANEOUS

Children’s Playground

Key Attractions

Open Space

Community Display

Health and Well Being Training

(Kitchen)

SUPPORT

Central – high

community

access spaces

Community Service Uses

Foundation, Charities or Sponsor Functions

Specialist Funding Activities

PUBLIC

Options

Central to Hospital Epicentre


Campus – or both)

Investor - Owner

JV Partner


5.0 Master Plan

5.1 Introduction

The existing Hospital site of 8.4 hectares has extensive building site coverage which will

increase with Stage C over the next four years. While Stage C buildings have been designed

to carry additional levels, Stage A and B were not. As a result, there are a limited number of

locations for new buildings and additional fl oor area on the Hospital site. Stage A and B could

be re-engineered to carry additional fl oors but with substantial disruption to the Hospital’s

operation and re-construction of services including lifts this is unlikely.

Therefore Stages A and B are likely to be refurbished and renovated over time with space

reallocated for different activities and vertical extensions limited to Stage C.

The master planning consultancy team consider that over the next 30 years the LMH will

need to refurbish, partially redevelop and may potentially need to secure additional land area

in proximity to the Hospital. Also, in advancing the LMH Health Precinct, the master planning

consultancy team consider that additional land area will be required to facilitate the various

opportunities that have been identifi ed. Figure 5.1 suggests possible directions of extension of

the Hospital and Health Precinct.

The Mental Health facility is a more recent construction and early in its building life.

Nevertheless the Mental Health facility, being single story building and occupying a relatively

large size site, is a low utilisation of the site. The 8,800 sqm site could provide a 4-6 level

building being central to the site and adjacent to the multi-deck car park in the medium to long

term.

The former Metropolitan Domiciliary Care building, to be renovated for a relocated Muna

Paiendi facility, is a single storey building and sits upon half of its allocated site area. A

redevelopment of this site (1,200 sqm) could provide a 3- 4 storey building independent of the

Hospital but on the Hospital Site in the medium to long term.


0 200m100502531242SD01

Long Term

Lo

ng

Te

rm

Short Term

Medium TermMedium Term

Figure 5.1: Possible Directions of Extension

Core

Hospital


There are a number of other opportunities on the Hospital Site for extensions to fl oor area

especially along Haydown Road towards creating a ‘High Street’/ ‘Main Street’. These

extensions could accommodate retail and offi ce functions and provide a new outward face

to the Hospital. The forecourt to the entry off Haydown Road is for example approximately

1,000 sqm in area.

During the course of the investigations the opportunity was identifi ed for the recreation

and landscape buffer reserve (west of Mark Road), in the Council’s care and control, to be

sold for Health Precinct facilities and/or future Hospital functions. This would be subject

to the relocation of sporting facilities and Community Land provisions under the Local

Government Act.

Extensions to the north of Oldham Road are possible subject to land acquisition. The

allotments fronting Oldham Road are relatively deep (40m) and of good size (750-800

sqm). Consolidating 2-5 allotments would provide adequately sized development sites.

Built form of 2-3 levels could sit close to Oldham Road with car parking and private open

space to the northern part of the development site. Offi ces, professional rooms and medium

density residential development could form an interface between the Hospital and the

residential area. Short stay and serviced apartments could form part of the redevelopment.

The Neighbourhood Shopping Centre site, to the east off Haydown Road, and adjoining

property along John Rice Avenue is owned by the Raslan Group and has potential for

Health Precinct opportunities through the redevelopment of the Neighbourhood Centre.

Land to the north along Haydown Road could be included.

Housing SA has residential properties immediately to the north of the Neighbourhood

Centre fronting Rollison Road. Further properties could be secured over time along Rollison

Road.

There would be opportunities to work with the Elizabeth Vale Primary School in providing

land and buildings for broader community use including community health programs.

Residential properties, in private ownership, occupy the triangle south of the Hospital

bounded by Mark Road, John Rice Avenue and Trembath Road. There are approximately

50 residential properties as well as service roads and Council reserve in the triangle.

Selective purchase for hospital, allied health, accommodation and community health

activities coul be an appropriate long term option.

In parallel, with considerations on land and buildings, the LMH will need to

periodically review the services provided at the Hospital as the clear messages

from consultations, are that medical technology and treatment is moving quickly

in conjunction with service delivery models. This may result in increased off-site

health and medical treatments while retaining and enhancing acute care at the

Hospital.

Therefore, a structured but fl exible Master Plan is required to support health and medical

service delivery while responding to emerging opportunities and land requirements.

5.2 Master Plan Philosophy

A fundamental objective of the Lyell McEwin Health Precinct Master Plan is to create a

desired PLACE. based on the following understandings:

• Hospital staff choose to work at the PLACE where they are trained;

• Staff seek the PLACE that is vibrant and interactive;

• The best learning comes from an interactive PLACE;

• The PLACE contributes to health and wellness; and

• The PLACE contributes to community development and engagement.

The Master Plan therefore seeks to create a stimulating, vibrant and interactive PLACE. The

'High Street' along Haydown Road is therefore a core part of the Precinct, as it consolidates

activity and provides an active gateway to the Precinct.


5.3 Buildings and Site Confi guration

The Glenside Campus Redevelopment Health Facilities Report, May 2011, explored the

question of Building and Site Confi guration. Three confi gurations were detailed as follows and

are depicted in Figure 5.2:

1. Campus – Island buildings, separate and each with a front door, fragmented green

space and communal areas. e.g. Flinders Hospitals and University;

2. Complex – Large scale connected building, impermeable, limited and controlled

entry, dispersed green space e.g. Lyell McEwin Hospital and

3. Urban – Grid extension urban areas, street focussed, integration, own address.

Higher density, public realm. e.g. Mawson Lakes Town Centre.

The master planning team considers that an Urban Approach to the building and site

confi guration of the LMH Health Precinct is the appropriate way to proceed recognising the

existing road and allotment patterns and seeking to provide fl exibility in accommodating

the range of potential commercial and professional use and the aspiration to establish a

consolidated hub for the Precinct.

4The Site Configura�on: Op�ons

2. Complex Aloof from communityLarge scale buildingImpermeableSingle controlled entranceDispersed green space

3. UrbanGrid and extension of suburbStreet sceneIntegrated into communityOwn addressHigher densityCity park

1. Campus Building islandsPermeableEveryone has a front doorFragmented green space / communal spaceLarge buidlings

Glenside Campus, Adelaide Wandsworth Recovery Unit, London, UK : Medical Architecture

Blackberry Hill Hospital, Bristol, UK : Frederick Gibberd Architects

Figure 5.2: The Glenside Campus Redevelopment Health Facilities Report May 2011


Figure 5.3: Master Plan

Legend:

Core Hospital

Retail/Commercial

Allied Industries/Hospital Extension

Allied Health + Accommodation

Open Space

Not in Government ownership

Greenway

Main Street/High Street

Key Activity Node

Distribution Road

Arterial RoadSecondary Street

Key Sites/Buildings

Landscape Feature

Local Road

Lyell McEwin Health PrecinctJohn Rice Avenue/Haydown Road

Master Planwww.hamessharley.com.au +61 8 81123400DATE: July 2011

0 200m100502531242SD01


5.4 Master Plan

The Master Plan therefore provides a framework for the following features:

• The Core Hospital Site for Emergency, Acute Care, Special and General Medical

Services;

• Allied health provided along Haydown and Oldham Road;

• Redeveloped Neighbourhood Shopping Centre with additional food and retail offer with

emphasis on fronting Haydown Road as part of a 'High Street' / 'Main Street'. Upper

level providing for offi ces and professional rooms, short term accommodation and

decked car parking;

• Further ’High Street’ premises along both sides of Haydown Road;

• Short term residential and medium density residential along Oldham and Rollison

Avenues; and

• Option of future extension of Hospital and/or Allied Health over Mark Road.

The Master Plan is provided in Figure 5.3.

The Lyell McEwin Health Precinct has development potential of between 30,000 - 40,000

sqm and investment potential between $75 - $100 million in the near future.

The Precinct would further expand should the Hospital need to extend in response to health

demands and population increases.


6.0 Implementation

6.1 Introduction

The master planning consultancy team considers that over the next 30 years the LMH will

need to refurbish, partially redevelop and may potentially require additional land area in

proximity to the Hospital. Also in advancing the Lyell McEwin Health Precinct, the master

planning team considers that substantial additional land area will be required to facilitate

the various opportunities that have been identifi ed.

In parallel with considerations on land and buildings, the Department of Health and LMH

will need to periodically review the services provided at the Hospital, as the clear message,

arising from the consultation phase is that medical technology and treatment is moving

quickly in conjunction with service delivery models. This may result in increased off-site

health and medical treatments whilst retaining and enhancing acute care at the Hospital.

The Master Plan is therefore not presented as an “End State Plan” but rather as a “Strategy

Document” cognisant that the scope of future services in 30 years cannot be defi ned at this

time and technologies, medical procedures and health programs are evolving

6.2 Lyell McEwin Health Precinct Master Plan

The Lyell McEwin Health Precinct Master Plan contains the following components:

• Master Plan as shown in Figure 5.3

• Implementation Strategy (as outlined in this Section), and

• First 5 Year Implementation schedule (as outlined in this Section).

Five years is considered an appropriate period for forward planning as it crosses over the

four year census, Local and State Government elections and provides a suitable lead time

for capital works and budgeting.

6.3 Key Strategic Partners

The key Strategic Partners for the implementation of the Lyell McEwin Health Precinct

Master Plan are as follows:

• SA Department of Health including LMH Management;

• City of Playford;

• The University of Adelaide;

• The University of South Australia;

• Flinders University;

• TAFE SA;

• Innovate SA;

• Calvary Central District Hospital; and

• Northern Adelaide Division of General Practice.

The owner of the Esmec and Intex properties, located along Haydown Avenue and

Oldham Road, is important to the overall Master Plan as they provide a re-development

opportunity for professional rooms and allied health. The owner should be actively engaged

by the Working Group and kept abreast of Stage C Capital Works and other emerging

opportunities.

The redevelopment of the Neighbourhood Centre is also important to the Master Plan to

improving the retail and commercial offer to the Hospital, the Precinct and broader com-

munity.

Housing SA is potentially an important Strategic Partner with respect to house purchases,

property management and construction of medium rise / medium density housing opportu-

nities. Housing SA also has landholdings in the Precinct and these will become important in

promoting redevelopment of the Neighbourhood Centre.

There are also a number non government organisations and private developers that may be

interested in providing and managing housing opportunities.


6.4 Public Realm Projects

The following projects have been identifi ed as priority projects over the next fi ve years to

achieve urban design and streetscape improvements;

• Wayfi nding 6-8m high signage along John Rice Avenue at the intersections with Phillip

Highway, Main North Road and Haydown Road ,(SA Health);

• Street tree planting along John Rice Avenue (City of Playford);

• Footpath and streetscape to Haydown Road from John Rice Avenue to Oldham Road

and along Oldham Road to Mark Road and City of Playford;

• Intersection improvements to corner Haydown Road and John Rice Avenue (DTEI, SA

Health (City of Playford Council);

• Upgrades and improvements to the bus shelters and lighting on John Rice Avenue,

Haydown Road and Oldham Road. (DTEI and City of Playford); and

• Enhanced cycle path network connecting the Hospital and Precinct with Calvary

Central Districts Hospital, the Little Para River Corridor, Railway Stations , Elizabeth

Regional Centre and Salisbury Town Centre. (City of Playford and City of Salisbury)

The public realm projects are depicted in Figure 6.1.

Pursuant to Section 199 of the Local Government Act the property cannot be used for

purposes other than those set out in the associated Community Land Management Plan.

6.5 Organisation

Lyell McEwin Health Precinct Steering Committee

The Lyell McEwin Health Precinct Steering Committee has provided invaluable advice to

the Working Group and Consultant Team. The Steering Committee represents the key

stakeholders and most valued strategic partners. The Steering Committee should be

retained with a focus on reviewing and providing recommendation on the implementation

of the Master Plan.

Lyell McEwin Health Precinct Working Group

The Lyell McEwin Health Precinct Working Group consists of senior representatives of

the SA Department of Health, the management of the LMH and the City of Playford. The

Working Group has provided leadership and advice through the consultancy period and

should maintain a Project Management role in the implementation of the Master Plan.

6.6 Implementation Strategy

Leedwell Strategic has prepared the Implementation Strategy as a fl ow chart as depicted

in Figure 6.2 on the next page. The strategy develops the Constraints and Opportunities

section.

6.7 Next Steps 2011 - 2016

Figure 6.3 provides the next steps over th next fi ve years which relates to State Govern-

ment and Council in terms of investigations, negotiations and public realm improvements.


0 400m2001005031242SD01

Legend:

Landscaping Improvements Streetscape Improvements Intersection Improvements Wayfinding/Direction Signage Cycle/Walk path improvements Public Transit Improvements

Figure 6.1: Public Realm Projects

LLYELL MCEWIN TERTIARY PRECINCT – YEAR 1-5 IMPLEMENTATION STRATEGIES

IDENTIFICATION OF DEVELOPMENT STRATEGY & IMPLEMENTATION OPTIONS

IMPLEMENTATION STRATEGY

The following flow chart outlines the suggested fundamental implementation strategy pathway and identifies key tasks to be pursued by key stakeholders.

CAR PARK

MULTI-DECK

PRIVATE SECTOR

SA HEALTH

SA HEALTH

WEST SIDE

HAYDOWN ROAD

FACILITIES

COMMERCIAL

ELEMENTS

TERTIARY EDUCATION

FACILITY

INFRASTRUCTURE AND

PLANNING

PHASE NO 1:

CURRENT

PHASE NO 2:

FUNDAMENTAL ELEMENTS

PHASE NO 3:

PRIMARY STRATEGIES

PHASE NO 4:

PROJECT INITIATION

PHASE NO 5:

OUTCOMES – THE MAIN STREET

1.

3.

2.2 C

2.

C

3.1

RETAIL - SUPERMARKET

MULTI-DECK CAR PARK

DEVELOPER

FACILITATOR

UNDERWRITER POLICY

DEVELOPMENT

DEVELOPMENT

FACILITATION

PLACE

MAKING

PARTNERSHIP

FORMATION

KEY STAKEHOLDERS:

SA HEALTH

COUNCIL

UNIVERSITY

PRIVATE SECTOR

x

CONFIRMATION OF

UNIVERSITY

PARTNER(S)

C

EAST SIDE

HAYDOWN ROAD 2.1

TERTIARY EDUCATION

CENTRE

DEVELOPMENT

FEASIBILITY

PROGRAM AND

FUNDING

FOOD, RETAIL FOCAL NODE

PLANNING

LMH GATEWAY PUBLIC REALM

PERFORMANCE

DEED

SA HEALTH PROJECT

C I

QUASI -RETAIL

ALLIED HEALTH

STUDENT ACCOMMODATION

HOTEL-MOTEL

GYM - CHILDCARE

BUSINESS

CASE LAND

CONTROL

COUNCIL

COUNCIL

3.2

I

3.3

C

P

P POLICYY AREAS

LONGG TERM COUNCILL LAND (west)

DPA

SHORTT TERM

MANAGEMENTT PLAN

DEVELOPMENT

FEASIBILITY

Figure 6.2: Implementation Strategy


Action

No.Description Timing Responsibility

1 Construction Stage C (Commenced) 2011 - 2015 SA Health

2 Briefi ng CEOs/Council and adoption of the Master Plan Oct 2011 SA Health/

Council

3 Agreement with SA Housing re Rollison Road Housing

Option

Dec 2011 SA Health/

Council

4 Council agreement and amend Community Land

Management Plan for Council Reserve along Mark Road

for broader uses related to the Hospital

2011-2012 Council

5 Amend Development Plan zoning for the Council Mark

Road land for broader uses related to the Hospital

2011-2012 Council

6 Negotiate a Development Agreement for the

Neighbourhood Centre with the Raslin Group

2011-2012 SA Health/

Council

7 Progress, promote and support the University of South

Australia proposed Clinical School within the Heath

Precinct

2011-2012 UniSA, SA Health

and Council

8 Prepare an Options analysis of preferred locations and

built form for the University of South Australia Medical

Clinic

2011-2012 UniSA, SA Health

and Council

9 Prepare a signage strategy for Lyell McEwin Health

Precinct including major entry signs as depicted in

Figure 6.1 of the Master Plan


Council

10 Investigate the opportunity for a Northern Adelaide

Health Transit Link from Modbury Hospital/Tea Tree

Regional Centre to Munno Para Shopping Centre

via Salisbury Town Centre, Calvary Central Districts

Hospital, Lyell McEwin Hospital, Elizabeth Regional

Centre and GP Plus (Refer Figure 3.14 Master Plan)

2012-2013 DTEI

11 Investigate the opportunity for a shuttle bus to Elizabeth

Regional Centre, Salisbury Town Centre, the near

railway stations and other locations (refer Figure 3.15

Master Plan)


Council

12 Installation of Main Entry Signs 2012-2013 SA Health/

Council

13 Discussions be held with the SABRENet provider

to secure high-speed broadband to businesses in

the Health Precinct


Council

Action

No.Description Timing Responsibility

14 Design a cycle path network connecting the

Hospital and Health Precinct with Calvary Central

Districts Hospital, the Little Para River Linear Park,

Railway Stations, Elizabeth Regional Centre and

Salisbury Town Centre and implement in stages

over 2013-2016

2012-2013 City of Playford

and City of

Salisbury

Councils and

DTEI

15 Prepare a streetscape strategy for John Rice

Avenue (including irrigation using re-cycled water

for more intensive planting features

2012-2013 Council/DTEI

16 Street tree planting along John Rice Avenue in

accordance with the above scheme


17 Prepare streetscape concepts for Haydown Road

from John Rice Avenue to Oldham Road (with

emphasis on pedestrian connection as well as

street trees) to be implementation in stages

2013-2014 Council

18 Implement Stage 1 Haydown Road Street with

focus Haydown Road Entry to the Hospital and

following the completion of Stage C construction

works

2014-2015 Council/ SA

Health

19 Intersection improvement to John Rice Avenue and

Haydown Road


20 Upgrade to the bus stops and associated public

lighting on Haydown Road, Oldham Road and John

Rice Avenue

2014- 2015 Council/DTEI

21 Prepare streetscape concepts for Oldham Road 2015-2016 Council

22 Implement Stage 2 Haydown Road Streetscape

Improvements in conjunction with the completion

of the Neighbourhood Centre Redevelopment

2015-2016 Council / Raslin

23 Design the cycle path network connecting the

Hospital and Health Precinct with Calvary Central

Districts Hospital, the Little Para River Linear Park,

Railway Stations, Elisabeth Regional Centre and

Salisbury Town Centre and implement in Stages

2015-2016 City of Playford

Council, City

of Salisbury

Councils and

DTEI

24 Review the Lyell McEwin Hospital Health Services

Plan and the Health Precinct Master Plan

2015 - 2016 SA Health and

Council

Figure 6.3: Implementation Schedule 2011 - 2016

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