McLachlan Lister -- Project Management & Management Consultants

Recent Projects
Market Sectors
Clients

Sir Moses Montefiore Jewish Home

RailCorp Asset Management group - Capital Works Portfolio
University of New South Wales - North Mall Development Zone
ING Offices - Fit Out Projects
Wharves 8 & 9 Redevelopment
The Parklands, Epping (Channel 7) Residential Development

Sydney Olympic Park Authority

Sir Moses Montefiore Jewish Home

McLachlan Lister is engaged as Project Manager for the development of a new premium quality aged care facility for the Sir Moses Montefiore Jewish Home (the Home). McLachlan Lister has managed the project through the full life-cycle from project definition through to approvals and construction. The project has set a new benchmark for the delivery of aged care services.

Phase 1 – Definition of the Brief: McLachlan Lister recommended and then managed the preparation of a Strategic Plan for the Home’s existing assets that included 3 existing aged care facilities and a vacant brownfield site in Randwick. The Strategic Plan considered demographics and detailed market research, which together with financial modeling provided input into the Strategic Plan for the existing assets and defined the brief for the development of the Randwick site.

Phase 2 – Master Planning: Informed by the Strategic Plan, McLachlan Lister mobilised a consulting team and managed the preparation and council approval of a Master Plan for the project, following extensive consultation with Council and the community. The master plan for the 2.94 ha site incorporated a nursing home/hostel facility providing high and low care beds (for up to 480 beds); a day care facility for the aged to provide outreach services; an indoor hydrotherapy pool and wellness centre; retail precinct; and a Synagogue to seat up to 340 people.

Phase 3 – Development Consent: McLachlan Lister then proceeded to manage the preparation and council approval of a Development Application for Stage 1 of the project that included the management of over 30 specialist consultancy companies. Stage 1 incorporated 278 high care and low care beds over five levels, a central production kitchen, hydrotherapy pool, wellness centre, function room with seating for 200 people and a 450 seat Synagogue.

Phase 4 – Delivery: McLachlan Lister managed the delivery of the project as Project Manager on behalf of the Home. McLachlan Lister’s role included: management of the detailed design of the building; tender, negotiation and appointment of the Building Contractor; liaison with Council and the Principal Certifying Authority; direct management of the early works contracts including demolition and bulk earthworks; management of the main building contract and Superintendent of the building contract, including negotiation of the final account.

The highly acclaimed facility was completed in late 2006. Recently, during a site visit to the project, the Hon Malcolm Turnbull MP was quoted as saying, “I have never seen anything quite like this in my life. This Home is quite remarkable and a great credit to [the President of the Home] and all involved in its development.”

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RailCorp Asset Management Group - Capital Works Portfolio

Service provided: organisational change, program management, project management

Project

RailCorp's Asset Management Group (AMG) has identified, and resolved to address, a number of shortcomings in its management framework for identifying, developing, approving and project managing projects and programs within its capital works portfolio.

Role

Since 2003, McLachlan Lister has been working with AMG on a series of inter-related projects to address the identified shortcomings.

McLachlan Lister has helped AMG to better understand the scale and potential impact of these shortcomings, devised and developed strategies and solutions to overcome these, and project managed the implementation of a number of initiatives to improve AMG's level of control over the portfolio.

Approach

In close consultation with key stakeholders, McLachlan Lister has carried out a comprehensive review of how projects are developed within AMG. This review identified and proposed a number of ways to improve the current mechanism, including a shift to a 'pipeline' approach for the development of the portfolio.

McLachlan Lister undertook a detailed review of RailCorp's five year capital works portfolio to identify key projects, accurately determine the scope of the portfolio to verify that committed projects where scheduled to achieve essential milestones, and to identify and understand critical resource shortages which would impact the orgainsation's ability to deliver the portfolio.

Through extensive stakeholder consultation, McLachlan Lister developed the concept of how program development functions might be undertaken by Strategic Asset Management Division (SAM) and program delivery functions might be undertaken by a Program Coordination Unit (PCU). As part of these concepts, McLachlan Lister developed strategies, functions, processes and organisational requirments for these new business units.

Once established, SAM was appointed custodian of AMG's capital portfolio. This increase in accountability required additional functions to be introduced, and McLachlan Lister worked with SAM to review and verify the business case for the additional functions, and prepared appropriate documentation to support Executive and Board approval.

To provide a group-wide governance function for the delivery of AMG capital works. McLachlan Lister identified the need for, and developed the concept of a Portfolio Delivery Unit (PDU). McLachlan Lister proposed that the PDU should have accountability for strategic delivery planning; change management; executive status reporting; integrated program review; and preformance management. McLachlan Lister developed the concept to describe how the PDU would operate within AMG, including guiding principles, objectives for the PDU, key functions to be performed, and core strategies and processes.

McLachlan Lister worked with AMG to establish the PDU. As part of this, McLachlan Lister performed tasks to both establish the unit, such as development of governance arrangements and reporting protocols; and operational tasks, such as carrying out a detailed review of the deliverability of the AMG portfolio, and executive portfolio reporting.

Outcome/Deliverables

McLachlan Lister is currently performing two key roles in AD. These include the day to day opearation of the PDU and also managing the transition to Asset Delivery.

In the management of the PDU. McLachlan Lister has been responsible for achieving a number of important early 'wins'. These include development of portfolio reporting, increased control over the development of the portfolio (including a two stage 'deliverability' review, and increased visibility and certainty in the delivery of the associated projects.

In managing the transition to AD, McLachlan Lister has been responsible for preparing the Concept of Operations, which outlines how the newly formed AD will operate; and identifying the concept for, leading the development of, and carrying out initial delivery tasks of the 22 Business Improvement Projects.

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University of New South Wales - North Mall Development Zone

In 2004, the University of New South Wales (UNSW) appointed McLachlan Lister to Project Manage the single largest and most complex capital project in its history. Called the North Mall Development Zone (NMDZ), it has rejuvenated the middle and lower campuses at Kensignton.

The $200m+ project, completed in August 2007, provides state-of-the-art facilities supporting leading-edge teaching objectives and methodologies, enhancement of the public domain, and improved utilisation of current built assests.

As a result of the NMDZ project, three key milestones of the UNSW 2020 Masterplan were completed in a period of three years, with minimum downtime and no distruptions to courses.

In summary, the project was comprised of several sub-projects as follows:

construction of a new circa $60m Law faculty building (12,000m2)
construction of a new circa $60m state-of-the-art Chemical Sciences building and UNSW Analytical Centre (8,000m2)
a crica $50m refurbishment of an existing science building into office and teaching accommodation for the Australian School of Business (14,000m2)
a circa $6m refurbishment of an exisitng science building into office and teaching accommodation for the School of Chemistry (4,500m2)
construction of a new central energy plant to service the new and refurbished buildings
construction of a bore water treatment plant
major shunt / relocation programme of staff (500+ personnel)
major relocation programme of specilist specialist equipment (valued at $27m).

The new Law Faculty building

The refurbished Australian School of Business

McLachlan Lister and UNSW were highly commended in the 2007 API Estate Master Property Development Awards for the NMDZ project

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ING Offices - Fit Out Projects

For ING Australia McLachlan Lister provides a range of consulting project management and project support services. We work closely with their Facilities Management Group and together with their internal project managers provide a full project management service.

ING Australia like many large corporations has some internal facilities management capability but outsources these roles where workload requires it or where specialist capabilities are needed.

On some projects, particularly larger fit outs, McLachlan Lister manage the projects from the point at which interior design has reached space planning approval stage, and our services include: scoping, managing design development, managing approvals, contract preparation and the tendering and administering construction contracts.

Recent and current projects include:

Fit out of Levels 2, 5, and 6 of ING’s head offices at 347 Kent Street for Business Technology Group, which included a new elliptical shape internal stair and extensive use of curved glass;
Fit out of Levels 6 and 15 at ING’s offices at 68 Pitt Street;
Refurbishment of ING’s entry lobby, corporate head offices at 347 Kent Street;
Approvals management for Levels 1 and 9 at 347 Kent Street.

By engaging McLachlan Lister, ING Facilities:

Can manage a fluctuating and periodically high volume of churn, refurbishment, and fit out work without expanding their staffing or fixed costs;
Has access to a resource capacity enabling them to respond with urgency to their internal clients;
Knows McLachlan Lister has the proven systems and processes to consistently deliver on expectations for fit out requirements.

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Wharves 8 & 9 Redevelopment

The Wharves 8 & 9 project is a complex $300 million residential development being constructed within the waters of Pyrmont Bay. The project scope includes the construction of 104 luxury apartments in two separate buildings, basement car park, central roadway, timber boardwalks, public domain and berthing facilities.

Project delivery is via a Design & Construct contract. The harbour location of the development has necessitated an extensive Local Authorities approval regime that required the following agencies to be closely co-ordinated:

Sydney Harbour Foreshore Authority (Landowners Consent);
Sydney Harbour Foreshore Authority (Consent Authority);
NSW Maritime Authority;
Sydney City Council;
Environmental Protection Agency;
NSW Fire Brigade;
Sydney Ports Corporation Marine Operations;
Centre for Research on Ecological Impacts of Coastal Cities.

Demolition of the existing buildings and removal of contaminated materials commenced in January 2006. Completion is due in early 2008.

In addition to administering the Contract to the Design & Construct contractor, the McLachlan Lister role has also included the management and co-ordination of major stakeholders including:

Sydney Wharf Pty Ltd (Client) – a Charter Hall/AMP Capital Investors/Babcock and Brown consortium;
Legal Representatives;
Financial Institutions;
Independent Certifier;
Australian National Maritime Museum (adjoining neighbour);
Purchaser Contracts;
Specialist Design Consultants;

The large project team has developed a good working relationship and challenging issues are being progressively addressed and overcome.

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The Parklands, Epping (Channel 7) Residential Development

Project

Sydney Broadcasting Property Pty Ltd (SBP), a joint venture between Rebel Property Group and Channel 7, is proposing to transform the existing Channel 7 site at Mobbs Lane, Epping into a 650 unit residential precinct known as The Parklands.

A Concept Plan for the site was approved by the Minister for Planning in August 2006 under Part 3A of the Environmental Planning and Assessment Act.

Role

McLachlan Lister has been engaged by SBP to project manage the necessary work required to satisfy the requirements of the Concept Plan Approval, including:

the execution of a planning agreement and/or contributions framework with Parramatta City Council (Council) to address the procurement of community facilities, public open space, traffic measures and utilities infrastructure
preparation of a community engagement and consultation strategy
resolution of traffic issues with Council, the Roads and Traffic Authority (RTA) and State Transit Authority (STA)
determination of the demand for, and location of, a child care centre on the site.

Approach

To address these requirements, McLachlan Lister has engaged, and is managing the outputs of, a team of consultants including traffic engineers, child care specialists, planners, architects, legal advisers and community consultation experts.

With the support of the project team, McLachlan Lister is actively consulting with a range of key stakeholders including the Department of Planning (DoP), Council, RTA, STA, Integral Energy and Sydney Water.

Outcome / Deliverables

McLachlan Lister is continuing to manage the project team and stakeholder expectations to satisfy the requirements, whilst also progressing the next stages of the development process.

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Sydney Olympic Park Authority

Sydney Olympic Park Authority (SOPA) has undertaken a long term strategic review of Sydney Olympic Park within the context of the NSW Government’s Metropolitan Strategy.

Vision 2025 provides a sustainable strategy for SOP for the next 20 years and beyond that proposes a denser urban core with a vibrant town centre adjoining the railway station, together with the retention of the public spaces and parklands established for the Sydney Olympic Games in 2000.

SOPA is preparing a draft master plan, Master Plan 2025, which embraces Vision 2025. A range of new infrastructure works will be required to support the scale of development envisaged within Master Plan 2025.

McLachlan Lister has been engaged by SOPA to prepare an Infrastructure Funding Plan (IFP) that:

identifies the range and cost of the infrastructure required;
identifies all the sources and application of funding for infrastructure;
outlines the infrastructure funding approach;
demonstrates the sustainability of the funding approach;
outlines arrangements with other agencies for infrastructure delivery.

The IFP will be a robust, comprehensive and transparent plan that provides a sound legal basis for a statutory contributions plan.

As part of this process, McLachlan Lister is managing the engagements and outputs of a number of specialist consultants.

Feature Image

source: http://www.sydneyolympicpark.com.au

project list

RailCorp Asset Management Group - Capital Works Portfolio

Service provided: organisational change, program management, project management

Project

Role

Since 2003, McLachlan Lister has been working with AMG on a series of inter-related projects to address the identified shortcomings.

Approach

Outcome/Deliverables

McLachlan Lister is currently performing two key roles in AD. These include the day to day opearation of the PDU and also managing the transition to Asset Delivery.