Individual Assignment - Part B Cover Sheet

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Oct 30, 2023

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The University of New South Wales School of Civil and Environmental Engineering CVEN3101 Engineering Operations and Control Individual Assignment – Part B Engineering Report on Construction Engineering and Management Operations Project Location: Darcy St & Macquarie St, Parramatta NSW 2150 Term 3, 2021 1

Executive Summary The following report reviews and evaluates the construction engineering and management operations of Parramatta Square. This large-scale project is estimated to be completed by the end of 2022 with the development of 6 state-of-the-art buildings. Covering a three-hectare site, this 2.8-billion-dollar project is considered one of the largest urban renewal projects in Australia. Based on course learnings and the research of various sources for information, a report is produced investigating the project cost, time, procedures implemented for safety and quality management, professional conduct and engineering ethics, project management, project risks for the project. Through the extensive research, emphasis on abiding by the guidelines were a common practice in the construction site. The following report assesses the safety and quality management as well as engineering ethics, by displaying the procedures incorporated and introducing various improvements. Present in this report is a template which is provided from the contractor’s Workplace Health and Safety Management System. A glimpse of what it comprised of:  A risk management strategy  Training and induction plans  First aid/emergency procedures  Accident/incident reporting Note all information that was able to be gathered was obtained legally and safely. Information that was unable to be obtained include project cost breakdown, project lifecycle with activities for each phase and the project time estimation. Thus, due to these limitations, various elements needed to be estimated with the use of similar construction projects. 2

Table of Contents Contents Executive Summary ............................................................................................................................... 2 Table of Contents ................................................................................................................................... 3 Introduction ........................................................................................................................................... 4 Project Cost Estimation .......................................................................................................................... 5 Safety and Quality Management ........................................................................................................... 5 Professional Conduct and Engineering Ethics ........................................................................................ 8 Selected Contracts, Project delivery system, Procedure of Contract life cycle management ............... 10 Project Lifecycle Activities ................................................................................................................... 13 Project time estimation ....................................................................................................................... 14 Project Risks and Risk management .................................................................................................... 14 Conclusion ........................................................................................................................................... 15 References ........................................................................................................................................... 16 3

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Introduction A vision thought out by the Council of Parramatta is to create a new vibrant city within Western Sydney hub which would attract people to work and leisure. Covering a three- hectare site, this 2.8-billion-dollar project is considered one of the largest urban renewal projects in Australia and through contemporary architecture and cutting-edge facilities it can be accomplished. Led by Walker Corporation, featuring a new university campus and four state-of-the-art commercial buildings, Parramatta’s transformation will rival Sydney’s CBD. The transformation will accommodate around 23, 500 workers, as well as feature a renewed Town Hall. Set to complete in 2022, the multi-purpose district will also provide an outdoor space, community centre, library and an esplanade for public use. Considered the centre of the revitalised urban city, 6 and 8 Parramatta Square features two distinct towers that will form an integrated building. It is set to become Australia’s largest office tower with a combined floor space of 124,000 square metres over 50- storeys. This $1.7 billion project expected for completion in April 2022, will be bringing 4200 workers to the city. Furthermore, 6 and 8 Parramatta Square provides a distinct, highly functional workplace with various atrium dispositions. 8 Parramatta Square, with its modern architecture and practical usability also offers astonishing views of the Eastern CBD and Blue Mountains. Stakeholder’s input will be supervised by the project manager and design manager and consultations with internal stakeholders will occur during project meetings and site visits to ensure an inclusive design that is supported by the community. The following stakeholders will include but are not necessarily limited to:  Councillors  Council Officer  External authorities  Community Stakeholders  Parramatta Square Building Developers and Consultant teams  Owners and tenants of PS buildings  Project Management team appointed by the Council 4

Project Cost Estimation After considerable research as well as discussing with Parramatta City Council and Walker Corporation, the cost breakdown of work packages was simply not attainable. A work breakdown structure could only be estimated and will be created specifically for 6 and 8 Parramatta Square. Safety and Quality Management Contractors are responsible for the safety of the construction site and should have health and safety requirements for the subcontractors. Key practices of a suitable safety program include commitment to the development and establishment of a suitable safety program, assigning authority, providing training and education, conducting inspection of accident-prevention with performance rating and maintaining records of accidents. Both the Parramatta City Council and the Walker Corporation have established safety procedures improving the WHS standards for all workers on site. The Parramatta Safety Plan 2014-18 as well as CPTED are safety procedures implemented in the Parramatta Square construction project. These procedures must be respected by all adjoining building areas, the public domain and locations such as toilets, car parks, public transport and suburban areas. The design must meet CPTED principles to help in creating a safer and secure environment which pushes for viability and vitality. The Crime Prevention through Environmental Design (CPTED) contributes to increased public safety by minimising the occurrence of crime thus enabling a higher standard of safety. Fundamental principles consist of natural surveillance which can be achieved by simply having clear site lines between adjoining buildings. 5

Figure 1: Clear sight lines encouraging surveillance. Access control, which restricts the movement of people, can be accomplished by implementing landscapes and vegetation which direct pedestrians into intended entry points. Figure 2: Landscapes and vegetation located in such a way to provide a clear path. Territorial Reinforcement, which involves giving users the sense of ownership, can be performed by having distinct barriers distinguishing the public and private areas. Figure 3: Distinct barriers. 6

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Space Management, all about maintaining an attractive and “cared for” public space enticing users which ensures the space is well and appropriately utilised. Practices which fall under this involve swift removal of vandalism such as graffiti, replacing burnt out lights. Figure 4: Removal of graffiti. During the design phase the maintenance team will undergo consultation regarding paramount considerations for maintenance. By implementing these issues, destructive effects on the environment may be reduced. A design must incorporate quality management to ensure the completed project meets certain standards, reduce client’s complaints as well as production costs. Quality management programs utilised include the Parramatta Square Draft Materials and Furniture Palette which was introduced due to the pursuit of building the square with high quality material and elements. Any buildings to be constructed in this public space must abide by the guidelines presented by the program and be approved by Parramatta City Council. The consultants are required to provide quality control reports issued at the end of weekly site visits. These periodic visits ensure the work carried out on site is of high quality and follow according to the design and specification. A site safety management plan was implemented by the sites’ contractor, Walker Corporation making sure safety on site was at a good standard as well as all equipment, materials. By utilising a template from the contractor’s Workplace Health and Safety Management System the site plan was introduced and reviewed. It involved the following measures. 7

 Agreed roles and responsibilities  Management of subcontractors  A risk management strategy  Training and induction plans  Consultation arrangements  Management of plant and equipment  Management of inspections and audits  First aid/emergency procedures  Accident/incident reporting Professional Conduct and Engineering Ethics For engineering projects, we practitioners utilise our skills to benefit the community by formulating sustainable solutions to their problems. Engineering ethics are the values and principles defining the decisions made by engineers. According to the Code of Ethics and Guidelines on Professional Conduct (Engineers Australia, 2019) it consists of the following guidelines:  Demonstrate Integrity  Practice Competently  Exercise Leadership  Promote Sustainability It is expected that all these guidelines are followed through by the workers involved in the construction. Due to the socially diverse, and multicultural nature of the Parramatta area there will be a variety of different user groups who will be using Parramatta Square. However, it is expected that the most dominant of these user groups will be youth and 20- and 30-year- olds because of the square’s proximity to the University campus and the projected change in workforce. The complete set of user groups are as follows: 8

 CBD office workers seeking out of office recreation including Council staff.  Shoppers for the retail in the square, Westfield’s and the rest of the city.  Visitors to the Council and Library.  Visitors accessing the hotel and serviced apartments.  Visitors, residents and workers accessing services including homeless services,  health services, over 55 services, leisure services and learning services, youth  services and disability services.  Visitors, residents and workers accessing amenities in other parts of the city.  Students and teachers from University of Western Sydney and nearby high school; and  Residents of the square First and foremost, the square will serve as a space in which to strengthen bonds between residents and workers who rely on it as their community gathering space. Taking into consideration the vast variety of user groups that will utilise this square, it is important that the square is able to cater to the vulnerable members of the community. This includes the very young and the elderly. As such, when designing the square, designers are encouraged to use seating, paving, lighting, planting and water features in a creative way wherein they instil a sense of fun and adventure within the square. It is also paramount that the design chosen must discourage destructive behaviours. For the elderly, potential designs must consider aging in place strategies. These strategies include good lighting, low gradient ramps, stair rails, lifts where necessary, shade and seating, spaces for wheelchairs as well as seating with handrails to allow older people to get up easier. Parramatta Square must also meet a high standard of environmental performance. The area of Western Sydney experiences temperatures on average that are 10 degrees hotter than Eastern Sydney. Thus, water, shade, planted areas and other areas that will mitigate heat are extremely crucial. During the winter, solar access in the square will be protected in the DCP. The following design elements will alleviate the heat and make sure the square is usable every day of every season. 9

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 Water elements  Field of trees providing shade, spatial definition  Shade from operable louvers/canopies that can provide shade  Some green/turfed zones for play, sport and leisure. The impact of wind tunnels will increase proportionally with the height and scale of the buildings in Parramatta Square. Wind tunnels should be avoided as they will negatively impact the comfort of the public space, and thus, people’s willingness to spend time at the square. The buildings adjacent to the square are required to model the potential impacts of such wind tunnels and conceptualise a design that will accommodate these impacts. The Parramatta DCP 2011 requires a minimum 5 star building rating for Parramatta Square. In addition to this, the council has also registered the Parramatta Square project as a pilot for the Green Star Communities Pilot tool. The project is expected to achieve a five-star rating. Selected Contracts, Project delivery system, Procedure of Contract life cycle management Contract Type Being one of Australia’s largest commercial construction projects expected to be built over several years, Parramatta Square is most likely to be a Fixed Price plus Economic Price Adjustment (FPEPA) contract type. This contract type is practically a lump sum contract however the value is altered depending on predetermined economic indicators. Material costs, fluctuations in currency and inflation are taken into account and influence the cost of the contract. Due to this, by considering the potential factors which will affect the contract cost, it can help in reducing contractor prices. FPEPA contract type, is usually favoured for large commercial developments that span several years which makes the Parramatta Square suitable for this contract type. 10

Project Delivery System The delivery system outlines the members' rights and responsibilities, the composition of the relationships of the parties and the general progression of activities to fulfil requirements of the project. Since information about Parramatta Square’s project delivery system (PDS) was not available a reasonable guess was made. The Build- Operation-Transfer (BOT) system, usually for large-scale developments, where a private company receives a concession from the government for financing and construction of the project over a span of years where they hope to regain their investment then control of the project is transferred. This system is suitable for large projects that the public sector has insufficient budget to fund and so it is completely outsourced to the private sector through public private partnership PPP. Figure 5: Structure of the relationships in BOT PDS system. Advantages:  Creates business opportunities for local private sector due to projects utilising this system are typical large scale o Increasing employment o Attracts foreign direct investment boosting local economy  Private sector is more efficient hence cost of project is lower Disadvantages  Difficult to be successful as it depends on the success of acquiring the finance  Requires long-term collaboration of companies from both public and private sectors 11

Contract lifecycle management By developing a contract lifecycle management (CLM) system, Parramatta City Council can manage the performance of their contract with Walker Corporation to achieve the promised results. It ensures that both parties reach their ends of the agreement whether it be the responsibilities or obligations to successfully complete the goals of the contract. The CLM process can be enhanced using software significantly bettering costs as well as efficiency. Steps involve:  Template Authoring o Risk management can be improved  Creation of Contract o Content for contract can be assorted automatically greatly improving the scalability and agility of contract operations o Improves cycle times and significantly reduce operating expenses  Review of Contract o With the assistance of automated contract reviewer, companies can better negotiate o Software incorporates commercial terms for products and services which helps enforce terms  Contract Approval o Successful contract approvals are dependent on workflow definitions. The Best-of-breed management software can complete the approval process as well as assembling workflows. o Companies can manually manage the terms and conditions  Contract Expiry o Contract is terminated at this time, both parties should keep audits on this o Contract renewal could also be completed during this time with re negotiations 12

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Project Lifecycle Activities The project lifecycle activities include the planning, construction and implementation phases. The consultant is expected to carry out these activities with accordance to the safety protocols at a high standard. Some sections of the following stages are to be completed simultaneously to successfully meet the construction deadlines. The activities must be effectively coordinated with structural and services designers to accomplish the project. The following stages are subject to change due to the project containing multiple buildings, therefore certain stages must be confirmed with Parramatta City Council. The description of services and stages are provided by Parramatta Square Public Design Brief & Specification , 2015. 1. Concept Design Stage The consultant team will work to develop a final concept design, as well as formulating revised versions for approval and feedback from Parramatta City Council. During this stage, meetings and presentations will be required. Examples include weekly meetings, presentation of revision to design review team etc. 2. Preparation of Public Domain Concept Plans and Alignments Plans for DA’s of PS Buildings Stage This stage is where the consultant team prepares plans for public spaces with many other buildings seeking approval from the DA. Also expected to prepare revised plans for DA approval which correspond to Council Approved Concept Design. 3. Design Development and Final Materials/Furniture Palette Stage This stage entails developing the design with all major elements with the Council’s approval of a Final Developed Design and Final Materials/Furniture Palette. 4. Construction Documentation Stage All necessary documentation and approvals for construction should be complete in this stage. Consultants will use the Final Developed Design to prepare the plans for construction with necessary specifications and drawings. These plans are expected to coincide with the PS building specification. Elements which are required to be built in this stage can include precinct wide services and utilities. 13

5. Preparation of Public Domain Plans for CC Approval of Individual PS Buildings Stage Preparations for the plans of public spaces near PS buildings are made by the consultant teams which support the CC submission and Approval. Moreover, revised plans which correlate to the Council Approved Developed Design will be required. The design will be certified ensuring it complies with all relevant regulations. 6. Construction Supervision and Post Construction Services Stage Final stage of planning, where Parramatta City Council are required to conduct regular inspections to ensure the works are constructed to a sufficient standard. If any defects of these works arise, the consultant team will notify Parramatta City Council in this stage. Project time estimation Unfortunately, with the magnitude of high-rise buildings as well as public spaces to be constructed, formulating an estimate will be difficult. In addition, with COVID affecting everyone’s everyday life, this has significantly delayed a lot of constructions. Not only impacting the workflow of Australians, the production of materials overseas has also been brought to a halt further setting back the project completion. Since it is a large- scale project, several buildings have already been completed including Western Sydney University, National Australia Bank. Focusing on building 6, 8 PS, the construction was proposed in 2017, in 2019 construction commenced and originally was planned to finish in 2021, however that has been delayed. A reasonable estimation considering the setbacks would be the completion by the end of 2022. Project Risks and Risk management Various risks should be considered by both Walker Corporation and Parramatta City Council to ensure the safety of workers on site as well as pedestrians nearby. Some include: COVID-19  Ensure all personnel on site exercise social distancing as well as good hygiene and enforce mandatory COVID testing for workers. 14

Natural Disasters  These include floods, earthquakes, hurricanes etc, however only evacuation plans can be prepared to manage these events. Incidents on site  These include falls, struck-by, caught-in/between. Prevention strategies include wearing personal fall arrest equipment, installing perimeter protection and using ladders and scaffolds safely. Moreover, wearing high-vis vests near vehicles or equipment may prevent struck-by. Strategies formed by Walker Corporation took into consideration the management of noise, dust, handling of materials, public, traffic, safe working procedures and workplace amenities. According to a report on the site safety management plan, emphasis on the importance of repeatedly identifying and evaluating risks on site simultaneously implementing or mending control measures were necessary. Conclusion Beginning to take its shape, the transformation of Parramatta City’s Centre into Sydney’s second CBD is the multi-billion-dollar renewal project, Parramatta Square. The multi-purpose district will also provide an outdoor space, community centre, library and an esplanade for public use. The construction of this large-scale project has commenced and despite various setbacks, it is expected to be completed by the end of 2022. Certain setbacks include, safety and risk management, professional conduct and engineering ethics which were mentioned and evaluated within this report. By obeying the recommendations and guidelines presented, the issues can be managed thus improving practices onsite and preventing future drawbacks. Recommendations encompass the training of workers for understanding and acknowledging practices to combat safety and ethics. 15

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References (n.d.). Retrieved November 20, 2021, from https://www.skyscrapercenter.com/building/6-8-parramatta-square/31473 6 & 8 Parramatta Square " JPW. (2020, October 10). Retrieved from https://jpw.com.au/projects/6-8-parramatta-square/ Case Study Walker Corporation Site Safety Management Plan. (n.d.). Case Study Walker Corporation Site Safety Management Plan . Retrieved November 19, 2021. Desk, E. (2020, August 20). Parramatta Square: Sydney's Second CBD Takes Shape. Retrieved November 20, 2021, from https://www.theurbandeveloper.com/articles/parramatta-square-property- development-sydney FINANCIAL REPORT Quarterly Review – March 2020. (n.d.). FINANCIAL REPORT Quarterly Review – March 2020 . Retrieved November 20, 2021, from https://www.cityofparramatta.nsw.gov.au/sites/council/files/2020-06/City of Parramatta Quarter 3 Report Against Operational Plan 2019-20.pdf. Parramatta Square. (n.d.). Retrieved November 20, 2021, from https://www.cityofparramatta.nsw.gov.au/vision/parramatta-square Parramatta Square. (n.d.). Retrieved November 20, 2021, from https://www.walkercorp.com.au/commercial/parramatta-square/ PARRAMATTA SQUARE PUBLIC SPACE DESIGN BRIEF & SPECIFICATION TO ITT05/2015. (n.d.). PARRAMATTA SQUARE PUBLIC SPACE DESIGN BRIEF & SPECIFICATION TO ITT05/2015 . Retrieved November 19, 2021. 16

What is Contract Lifecycle Management: Steps in CLM. (2021, April 13). Retrieved November 20, 2021, from https://www.icertis.com/contract-management/what-is- contract-lifecycle-management/ Writer, S. (2017, November 14). Parramatta Square Construction Groundbreaking News for Commercial Sector. Retrieved from https://www.theurbandeveloper.com/articles/parramatta-square-construction- groundbreaking-news-commercial-sector 17