Complex Building Project

Introduction

Our esteemed company, SynergyBuild Constructors, is shortlisted by Ryde Council to construct a community center with a theatre, administration, and Council Chambers. Our company exhibits a strong track record of delivering high-quality, innovative solutions fulfilling the requirements of clients. SynergyBuild Constructs has an average annual turnover of $300 million, and the company has successfully finished many mega projects.

Our "Community Stakeholder Liaison Officer" is a major part of the team which is responsible for establishing forums for stakeholders and acting as a spokesperson for our group. Their role is essential for open communication and collaboration with the community, which is a major focus of our strategy for this project.

Project Overview

The Ryde Council's new community center project is a prominent attempt aligning perfectly with our mission to develop spaces to enrich communities. The Principal Project Requirements (PPR) for this project cover a diverse range of components such as

Accommodation of administrative staff - catering to the requirements of 580 staff and 12 councilors.

Design of a welcoming reception area that will provide a core of the community center.

Provision of parking space which is twice the plot area to accommodate visitors and staff.

Construction of a multipurpose theater having a flexible seating capacity, ranging from 400 to 700 for adaptability for different events.

Development of a Mayoral suite reflecting the prestige and importance of the council.

Design of Council chambers capable of hosting meetings having a space for 12 councilors, 6 administrative staff, and a public gallery.

Development of mixed-use buildings catering to the wide requirements of the community.

Demographics to determine the potential market for leasing space

It is essential to analyze relevant demographics to determine the potential market for leasing space in this project. Initially, we need to look at population density in the surrounding because it indicates the demand for the theater and government offices. A high population density may recommend a larger and more diverse market. Then, it is essential to understand the age distribution of the local population. A varied range of age groups implies varied interests and requirements for both theater events and government services. Third, it is important to assess income levels; higher-income residents could be more prone to attend theater events and utilize government services. Furthermore, examination of the major employment sectors in the neighborhood is vital as proximity to government offices grabs the attention of businesses that need government-associated services (Tang et al., 2015).

Education levels are another major demographic factor to consider because a well-educated community could have more interest in cultural events and engagement with the government. Cultural diversity also has a major role, because a diverse community could lead to a wide range of interests and cultural events attendance. Moreover, the identification of current community organizations and their activities provides deep insights into partnerships to promote theater events and government services. Furthermore, tourism impacts the market, thus assessing the tourism level in the area is essential. Convenient transportation and access to the project site need not be overlooked, as it grab the attention of the wider audience. Regarding the local businesses, different kinds in an area possess varying necessities and need government services, making them a potential market.

It is also valuable to perform surveys or engage with local residents to determine their specific requirements and preferences for theater events and government services in order to gain a deep understanding. Analyzing current competing venues and offices aids in assessing market competition. Also, it is vital to identify the frequency and popularity of community events and cultural activities in the area is vital because these events are sources of potential partners or competition. Economic growth trends need to be monitored to forestall potential variations in demographics and market dynamics. Finally, gathering feedback from local community leaders and stakeholders is a major step to get insights into their perceptions of the project and its impact on the local market.

Regulations

These regulations must be taken into account for approval of projetcTable SEQ Table * ARABIC 1: Regulations

Regulation Type Description

Zoning and Land Use Comply with local zoning ordinances and land use codes.

Environmental Conduct and adhere to environmental impact assessments.

Building Codes Design and construct in accordance with local building codes and safety standards.

Heritage Preservation Address regulations related to historical and heritage site preservation.

Accessibility Standards Ensure the project meets accessibility standards for inclusivity.

Government Approvals Secure all necessary permits and approvals from relevant government agencies.

Community Engagement Engage stakeholders through public consultations and community feedback.

Safety and Security Implement safety and security measures in compliance with regulations.

Budget and Finance Comply with financial regulations and transparency requirements, especially for public-funded projects.

Legal Framework Operate within the legal framework, contracts, and agreements relevant to the project.

Land and Environmental Issues

It is imperative to take into account potential Land and Environment issues that could arise during the duration of the project. These issues cover a diverse range of concerns associated with land use, environmental conservation, and sustainability. Addressing these issues widely is essential to secure project approval but also for long-term success and a positive impact on the construction of community centers (Ahyani, 2018).

One major Land and Environment issue that often arises in construction projects is contamination of land. This issue is from past industrial activities, inappropriate disposal of waste, or the existence of hazardous materials. Addressing land contamination is crucial for the protection of public health and the environment. A complete environmental assessment needs to be performed to identify any contaminants and determine the best remediation methods. This may involve soil remediation, groundwater cleanup, and the safe removal and disposal of hazardous materials. Collaboration with environmental experts and regulatory agencies is essential to ensure compliance with environmental laws and regulations.

Ecological impacts show a major concern. The construction of a community center disrupts local ecosystems and habitats. A comprehensive ecological assessment needs to be performed to identify sensitive areas, endangered species, and important wildlife habitats to reduce the impacts. The design of the project should incorporate measures for protecting and preserving these natural resources. It includes buffer zones, wildlife corridors, and the application of sustainable landscaping practices. The project exists harmoniously with the natural environment by lessening disruption to local ecosystems and compliance with best environmental practices.

Water resources have major significance when addressing Land and Environment issues. The construction of the community center modifies surface water runoff patterns and impacts the quality of groundwater. It is necessary to manage stormwater effectively avoid flooding and lessen pollution. Sustainable stormwater management practices (permeable pavements and retention basins) need to be integrated into the design of the project to lessen the impact of the project on local water resources. Also, groundwater monitoring and management could be essential for the preservation of water quality and supply in the area (Kadaei et al., 2021).

Land reclamation is another issue. The construction of the community center could include the revitalization of formerly degraded land or underutilized land. Land reclamation revitalizes and repurposes such areas, converting them into valued community assets. However, it is essential to approach the environment with sensitivity. The reclamation process needs to include soil remediation, sustainable landscaping, and habitat restoration to increase the ecological and aesthetic value of the site. Engagement with environmental experts and seeking input from the local community aid for land reclamation efforts aligning with sustainability goals and community desires (Liu & Ravenscroft, 2017).

Engagement with stakeholders, environmental agencies and the local community is a primary part of addressing Land and Environment issues. Collaboration and transparent communication are major in navigating the complex regulatory landscape and gaining for the project. Moreover, involvement for the community in the decision-making process and addressing their concerns determines a commitment and dedication to responsible and sustainable development.

Procurement Process

The procurement process is the primary feature of the community center project. This process involves selecting the right professionals and partners to contribute their expertise and services for the successful completion of the project. This process is comprised of several stages including identification, evaluation, and contract negotiation.

Initially, a complete needs assessment is performed for the identification of the specific expertise and services needed. This step is critical to determine the scope types, consultant types, and subcontractors required. In the case of the community center project, structural engineers, architects, environmental consultants, and construction subcontractors for different trades could be required.

A rigorous evaluation process takes place to analyze the potential candidates following the assessment needs. It also involves soliciting proposals and performing interviews or presentations to measure the project's suitability. The architects and engineers determine their ability to design a sustainable, functional, and aesthetically pleasing facility for the community center, while construction subcontractors showcase their experience with the same projects and their capacity to fulfill the specific construction needs of the project.

The negotiation and contract formation phase initiates following the shortlisting of potential consultants and subcontractors are shortlisted. It is crucial to define the scope of work, responsibilities, timelines, and financial terms. Contracts need to be drafted for all parties to understand their obligations, the goals of the project, and the ways to address potential issues or disputes (Troje & Kadefors, 2018).

Impact on Local Infrastructure

There is a matter of considerable concern which is the impact of the community center project on local infrastructure. The construction and operation of such a facility could have considerable impacts effects on the local community and its surroundings. These impacts mainly manifest in areas such as public transport, traffic congestion, road conditions, water supply, sewerage systems, and utilities and services.

The most noticeable and often concerning effect of construction projects is traffic congestion. Enhanced construction-related traffic in addition to workers influx and equipment, could strain local road networks. It is necessary to develop traffic management plans that aid in lessening congestion for the safety of both workers and local residents. These plans include temporary road diversions, variations in working hours, and other transportation options for workers.

There is another significant consideration which is the impact on public transport. Construction projects disrupt current public transportation routes and schedules. Collaboration with local public transport authorities is essential to lessen these disruptions and provide alternate transportation choices for residents.

Road conditions are generally impacted during construction because of the transportation of heavy equipment and materials. Appropriate maintenance and repairs are necessary so that roads are returned to their pre-construction state or better where essential.

Sewerage, water supply, and utility services are influenced because of increased demand during construction. A detailed assessment of these services' capacities is essential to resolve any potential issues for fulfilling the requirements of the community without interruption.

References

Ahyani, S., 2018. Land registration as a legal construction of law in order to facing Asean economic communities.International Journal of Nusantara Islam,6(2), pp.198-207.

Kadaei, S., Shayesteh Sadeghian, S.M., Majidi, M., Asaee, Q. and Mehr, H.H., 2021. Hotel construction management considering sustainability architecture and environmental issues.Shock and Vibration,2021, pp.1-13.

Liu, P. and Ravenscroft, N., 2017. Collective action in implementing top-down land policy: The case of Chengdu, China.Land Use Policy,65, pp.45-52.

Troje, D. and Kadefors, A., 2018. Employment requirements in Swedish construction procurementinstitutional perspectives.Journal of facilities management,16(3), pp.284-298.

Tang, Y., Mason, R.J. and Wang, Y., 2015. Governments functions in the process of integrated consolidation and allocation of ruralurban construction land in China.Journal of Rural Studies,42, pp.43-51.

School of Built Environment

Complex Building Project

Individual Report

The Project

Now that you have completed the first and second presentation plus the group report you are now required to complete an individual assessment of lessons learnt by reflecting on your progress during this semester.

Important Criteria

Weighting: 30%

Length: 2000 words

Due Date: Week 14 Sunday 29th October 2023 11.59pm

Submission: Turnitin as a Word document

Marking Criteria

Final Report

The final individual report for Construction in Practice 3 is to be submitted to Turnitin. This involves lessons learned (lessons learnt in some references) and reflective comments on the project from the perspective of your role in the group. In other words, how did you handle the project from your role in the group, what would you change etc.

IntroductionCapturing lessons learned is an integral part of every project and serves several purposes. While the finalization of a formal lessons learned document is completed during the project closeout process, capturing lessons learned should occur throughout the project lifecycle to ensure all information is documented in a timely and accurate manner. The lessons learned document serves as a valuable tool for use by other project managers within an organization who are assigned similar projects. This document should not only describe what went wrong during a project and suggestions to avoid similar occurrences in the future, but it should also describe what went well and how similar projects may benefit from this information.

The purpose of the lessons learned document for a construction project is to capture the projects lessons learned in a formal document for use by other project managers on similar future projects. This document may be used as part of new project planning for similar projects in order to determine what problems occurred and how those problems were handled and may be avoided in the future. Additionally, this document details what went well with the project and why, so that other project managers may capitalize on these actions. Project managers may also use this document to determine who the project team members were in order to solicit feedback for planning their projects in the future. This document will be formally communicated with the organization and will become a part of the organizational assets and archives.

Lessons Learned ApproachThe lessons learned approach describes how the document will be created, what it will consist of, and how lessons will be categorized. It is important that the lessons learned approach is covered in the initial stages of project planning. The reason for this is that a methodology along with an appropriate set of tools should be established to capture these lessons throughout the projects lifecycle. A project journal is one example of a tool to capture these lessons. If no thought is given to lessons learned until project closeout, then it is likely that many lessons and details will be omitted from the document. The contents of the lessons learned document should also be determined ahead of time. They should be detailed enough to provide value for future use and the contents should be consistent with other lessons learned documents or organizational standards. The categorization of lessons learned is another consideration. Many organizations categorize lessons by project lifecycle phase or by the knowledge area that the lesson applies to.

The lessons learned from a construction project are compiled from project journal entries throughout the project lifecycle. The lessons learned from this project are to be used as references for future projects and contain an adequate level of detail so that other project managers may have enough information on which to help base their project plans.

The lessons learned are categorized by project knowledge area. These knowledge areas may consist of: procurement management, risk management, integration management, quality management, time management, cost management, scope management, human resource management, and communications management.

Lessons Learned from a Project

The lessons learned must be communicated in a consistent manner. In addition to the categorization and description of the lesson, it is important to state what the impact was and provide a recommendation for project managers to consider on future projects.

Table 1 lists an example of lessons learned for a construction project. These lessons are categorized by project knowledge area and descriptions, impacts, and recommendations are provided for consideration on similar future new construction projects. It is important to note that not only failures or shortcomings are included but successes as well.

Table 1: Example Lessons Learned Document

Category Issue Name Problem/Success Impact Recommendation

Procurement Management Contract Requirements The PM was not fully engaged in the contract process. All requirements were not included in the initial contract award. A contract modification was required which added a week to the project. PM must be fully engaged in all contract processes. This must be communicated to both PM and contract personnel.

Human Resources Management Award Plan There was no plan for providing awards and recognition to team members. Toward the end of the project morale was low among the project team. There was increased conflict and team members were asking to leave the project. The PM should institute and communicate an awards/recognition program for every project.

Scope Management Scope Creep Stakeholders continuously tried adding to the project scope throughout the project lifecycle. The PM did not have a plan for addressing scope creep and allowed some requirements to be added until the sponsor stopped it. Overall project delay of 3 weeks was the result. The PM must have an approval process for any proposed scope changes and communicate this process to all stakeholders.

Quality Management Building Material A process for determining acceptable building material quality was planned into the project. This allowed the project team to work with the contractors to smoothly ensure all materials were of acceptable quality and avoided any re-work and delays associated with substandard material. Always plan quality standards and allowances into the project plan. This helps avoid delays and cost overruns.

Risk Management Zoning Approval A risk was identified that there may be delays in receiving approval from the county zoning board. This was a success because it was identified early and planned for. Impact was minimal because the PM included potential zoning delays into the project schedule. Always consider external impacts on the project cost and schedule. This must be continuous throughout the project lifecycle.

Process Improvement RecommendationsIt is important that once lessons learned are collected and documented that the organization approves and implement any process improvements identified. It is important for organizations to strive for continuous improvement and this portion of the lessons learned process is an integral step.

Individual Lessons Learned Report for CBP

The individual assignment is intended to assess your understanding of your groups project. The report is to be 2000 words and this does not include words prepopulated in the table (182 words). Originally this was called a reflective diary, however Lessons Learned is more appropriate to Construction Management. Note some references call it Lessons Learnt.

The format of the report is to include the following:

Title Page:

Your name, group number, company name, and your role

Date

Page 1

Table of Contents

Page 2

Introduction

Your role in the group.

Interaction with group members.

Page.

Key points of decisions madePage.

Insert the table from the next 3 pages and fill out details from your perspective of the project. Add or delete topics to be relevant to your projectPage.

Lessons Learned

Summary

Category (add or modify these categories to fit your project) Issue Name Problem/Success Impact Recommendation

Company background and team biography, include example projects Identifying existing and emerging markets as potential tenants/owners either buy or lease Proposal for the development of the site and description of the building including a physical or virtual model Timeline

Information presented has been justified in terms of Council constraints, building regulations and company capabilities Impact on local infrastructure Recommendations for tendering and contract arrangements Applications of value management to optimize quality and cost Assessing the likely price to pay for the site chosen Financial planning strategy methods used by the company

Financial analysis of the project considering cost analysis and projected income from sale and/or lease of building including:

Net Present Value

Preliminary return on investment projections

Other financial matters consideredExit strategy after 15 yearsOther matters considered important by your group (add additional rows as required. A critical evaluation of the companys ability to handle the development from the above criteria Presentation Skills

Comment on areas that worked or could be improved.

Assessment criteria for your report

Section Action Value

Introduction Summary of your role and interaction with group members. /10

Key points of decisions made How your overall contribution impacted the assessment throughout semester. /10

Identify Problems/Successes You need to consider major problems or successes that you encountered that influenced decisions for the group. /10

Impact What happened /15

Recommendations How was this dealt with. /15

Lesson learned What were the lessons learned throughout the project? If you started this project again what would you do differently. /20

Academic standard and logical structure Note that your written expression must be PROFESSIONAL.

Need to structure your report logically with a concluding statement. /20

-16717101201G59 Construction Pty Ltd

00G59 Construction Pty Ltd

Only being involved in environmentally sustainable building work and practices

-24370861911300

Executive Summary

Introduction

G59 Construction Pty Ltd have been shortlisted by Ryde City Council for the project at 1 Devlin Street Ryde NSW 2112. We are pleased to present this document for the early contractor involvement. This document outlines our commitment, approach and key qualifications for this project. We deliver projects that are high-quality, sustainable, and innovative construction solutions which positions us as the ideal contractor for this unique development.

About Us

G59 Construction is a renowned construction company with a proven track record of excellence in delivering complex and significant projects. With a history spanning 50 years, we have built a strong reputation for quality, safety, and innovation in the construction industry. Our team of experts specializes in commercial, residential, and civic developments, consistently exceeding expectations.

Development Approach

Our team has thoroughly reviewed the project requirements and objectives for the Ryde Civic Centre redevelopment. We understand that the client seeks a state-of-the-art facility that will serve as the heart of Ryde, combining functionality, aesthetics, and sustainability. G59 Construction is committed to translating these aspirations into a reality that the community can be proud of.

G59 Construction is honored to be shortlisted for the early contractor involvement in the Ryde Civic Centre redevelopment. Our commitment to quality, safety, sustainability, and community engagement positions us as a valuable partner for this transformative project. We look forward to the opportunity to collaborate with the client to bring their vision to life and create a civic center that will be a source of pride for the Ryde community.

Our Details

Comapny Details

Business/Trading name G59 Construction Pty Ltd

ACN/ABN 013 132 448 / 81 657 901 312

Managing Director Toby Smith

Business Address 31 Underwood Road Homebush NSW 2140

Business Phone 1300-001-659

Business Lic No. NSW: 33529C

Reception Email info@g59.com.au

Certification & Accreditation

CM3 Head contract accredited CM3 Qualified

ISO9001 Qualified for Quality Management System Compass

ISO45001 Qualified for Safety Management System Compass

ISO14001 Qualified for Environmental Management System Compass

MBA Member of the Master Builders Association

-4572037338000

Licence

Name Toby Smith

Email toby@g59.com.au

Phone 0431 997 446

Licence No. 33529C

Project Details

Name Of Client Ryde City Council

Client Representative Liam / Jason

Facility Manager Details cityofryde@ryde.nsw.gov.au

Name Of Project Ryde Civic Centre

Project Reference FAI-002

Tender Stage ECI Tender Stage

Description Redevelopment of existing building

Address 1 Devlin Street Ryde NSW 2112

Date Amended -

Tender Closing Time NA

G59 Construction Pty Ltd

About Us

G59 is a tier one privately owned Australian construction firm. G59 Construction was founded in 1973, celebrating 50 years, and is testament to our talented people and their collective ability for construction solutions. Our portfolio entails health, government, education, residential, commercial, industrial and civil projects. Established in Sydney, we now staff 45 employees across eastern major cities of Australia.

Managing Team

Quoc Duong Omar Haydar Prince Sowah Oliver Shamon Preslie Ginoski

Senior Estimator Building Design Manager Project Manager Compliance Officer Community Stakeholder Liaison Officer

-87428087300Previous Projects

2495562557351Northbridge Tower

Green Star Rating: 6

40 Level Office Tower

Success Factor & Challenges:

Extremely fast construction timeline

Precast Construction

Jump form system

Redesigning floor plates allowing more space

Target was 5 green star rating however achieved 6

Low energy consumption building

00Northbridge Tower

Green Star Rating: 6

40 Level Office Tower

Success Factor & Challenges:

Extremely fast construction timeline

Precast Construction

Jump form system

Redesigning floor plates allowing more space

Target was 5 green star rating however achieved 6

Low energy consumption building

23455114790357UTS Student Accommodation

720 Beds

Success Factor & Challenges:

Early demolition works stage 3 months ahead of project scheduling, allowing the noisy stage of demolition works to be completed during the semester break.

Separating student accommodation and academic areas.

0UTS Student Accommodation

720 Beds

Success Factor & Challenges:

Early demolition works stage 3 months ahead of project scheduling, allowing the noisy stage of demolition works to be completed during the semester break.

Separating student accommodation and academic areas.

-289836531076Government DepartmentEmergency Services

Cost: $46 Million

Green Star Rating: 5

Data Building, communications centre & offices.

Success Factor & Challenges:

Developed during Queenslands flood

Redevelopment plan was near impossible but G59 implemented strategies that allowed for a successful outcome.

Events held at the venue even before completion of the project.

00Government DepartmentEmergency Services

Cost: $46 Million

Green Star Rating: 5

Data Building, communications centre & offices.

Success Factor & Challenges:

Developed during Queenslands flood

Redevelopment plan was near impossible but G59 implemented strategies that allowed for a successful outcome.

Events held at the venue even before completion of the project.

Construction Programme

A construction programme is a pivotal element in the construction process, which can make or break the overall success of the project. The construction programme gives a rough overview of the lifecycle of the project, giving the stakeholders an estimate of when the various stages will begin, how long they will run for, and whether there are any overlaps or dependencies.

INCLUDEPICTURE "https://i0.wp.com/theconstructor.org/wp-content/uploads/2017/02/strategic-construction-project-planning.jpg?resize=697%2C418&ssl=1" * MERGEFORMATINET

Throughout the construction process, each stage has a varying influence on the overall cost of the construction. As seen in the graph above, you can see that the ability to influence the cost of the project is at its peak during the beginning of the project, as conceptual planning and feasibility studies are conducted to see if the project is viable at all. As the planning phase continues, you can see that the ability to influence the overall cost of the construction project drops precipitously as Design & Engineering comes into play, and once procurement and construction enters the mix, the associated costs (assuming there arent major variations or delays) are somewhat fixed, resulting in the ability to influence the cost of the project effectively reaching zero.

Inversely, as the project stages continue, you can see that the Construction Cost curve begins to rise exponentially, until it reaches start-up which (again, assuming there arent major variations or delays) indicates that the construction costs are at its peak.

Effective project management is critical in ensuring there are no cost blowouts, as this will affect not only the clients cash flow, but also the contractors cashflow.

The construction programme for the proposed Ryde Civic Centre is to span a total of 104 weeks, or 24 Months. The proposed building is a seven-storey commercial building, containing commercial tenancies, Councils reception area on the ground floor, the City of Ryde Councils administrative offices on Levels 2 4, Council Chambers on Level 5, and a food and drink tenancy with an outdoor terrace and space for a future gym on Level 6. This is inclusive of services.

The methodology for estimating the contract length of this project involved drawing inspiration from projects of similar size, namely Shellharbour Civic Centre. This project ran for 22 months, featuring administration offices, council chambers, a city library with interactive childrens play area, museum, caf, a 350-seat auditorium for public events, and multi-level parking for 170 cars.

The construction works will be split into 6 stages:

Excavation & Earthworks (20 Weeks)

Basement Level 2 (26 weeks)

Basement Level 1 (26 weeks)

Council Reception Area (Ground Floor) (8 Weeks)

Ryde Council Administrative Offices (Levels 2-4) (8 Weeks)

Ryde Council Chamber (Level 5) (8 Weeks)

Outdoor food & drink tenancy with future gym construction (Level 6) (8 Weeks)

Each of these stages have inbuilt contingencies for the works, as factors outside of the control of the contractor may arise (as outlined in the next section).

Breakdown of Stages of Construction

The stages of construction are split into separate phases, with the following phases containing these steps (Please See Appendices for diagrammatical breakdown of steps):

Site Preparation

Install of Temporary Power & Water Services

Setting up of site office on-site

Setting of line and Grade Benchmarks

Setting up of temporary fencing

Excavation & Earthworks

Topsoil Removal

Excavation for Basement 2

Erection of retaining wall in Basement 2

Excavation of Basement 1

Possible De-Watering of Basement Area

Soil Testing

Backfilling and Piling

Slope Grading

Cleaning up of site

Final Inspections before next stage begins.

Basement 2

Mobilisation and site preparation

Basement Layout & Plans

Foundation Preparation

Structural Layout and Foundations

Concrete Pouring

Substation Installation

Bicycle Parking Installation

Construction of Accessibility Area

Loading Dock and Bin Room Area Construction

Plant and Storeroom Construction

Installation of Services

Installation of HVAC Services

Lighting and Security Installation

Final Inspections before next stage begins.

Basement 1

Mobilisation and site preparation

Basement Layout & Plans

Foundation Preparation

Structural Layout and Foundations

Concrete Pouring

Substation Installation

Bicycle Parking Installation

Construction of Accessibility Area

Loading Dock and Bin Room Area Construction

Plant and Storeroom Construction

Installation of Services

Installation of HVAC Services

Lighting and Security Installation

Final Inspections before next stage begins.

Council Reception Area (Ground Floor), Ryde Council Administrative Offices (Level 2 4), Ryde Council Chambers (Level 5) Steps for Each Level

Foundation & Structural

Main Area/s Construction

Electrical Fit-out

Plumbing Fit-out

Carpentry Framing

Wall Sheeting

Joinery Fit-Out

Painting Works

Floor Finishes

Installation of Appliances

Furniture Set-up

Outdoor Food & Drink Areas

Foundation and Structural Elements

Outdoor Food & Drink Area Construction

Electrical Fit-out l

Plumbing Fit-out

Carpentry Framing

Wall Sheeting

Joinery Fit-Out

Painting Works

Floor Finishes

Installation of Appliances

Furniture Set-up

Factors affecting the Construction Programme

As stated above, the construction programme is a rough schedule of the works, giving the stakeholders an estimate of the length of the contract, along with the estimated time taken for each activity. One reason it is a rough estimate is due to unforeseen factors that may arise influencing the overall likelihood of the construction project running as per schedule. Some of these factors may include delays in material and labour, weather conditions not suitable for construction, possible latent conditions of the site, unforeseen variations that may arise, and quality control during the defects period of the project. A more detailed look into these factors can be seen below:

Inclement weather:

Inclement weather should always be factored into the construction of any project. This is due to the unpredictability of the weather conditions for any given state in Australia. Although there have been allowances for this inevitable possibility, unforeseen weather conditions such as the NSW 2022 Floods can throw the construction programme out the window. During these floods, there was constant rainfall and flooding from early to mid 2022, registering over 2000mm-3000mm of rainfall throughout all eastern NSW. During this time, construction was halted on almost every major project, with the estimated property damage reaching over $379 Million and over $3.35 Billion in insured losses.

Due to catastrophic events such as the NSW Floods 2022, contingencies for inclement weather conditions are crucial as the weather is the only thing beyond human control.

Delays in Material and Labour

During the construction process, depending on the product and the specialist trades needed, there may be delays in sourcing material and labour. Disruptions to the supply chain for major suppliers of steel (for example) may delay project deadlines, as the contractor is as the mercy of the deliveries before works can continue or commence. Due to this, contractors may decide to place material orders in advance to avoid this.

Variations

In construction, a very broad and loose definition for a variation can be something unforeseen that may arise. This can come in the form of latent conditions (such as problems arising from the earthworks), the rising costs of material and labour (i.e. the cost of material increasing, meaning the cost to source, supply and install certain materials will result in the client paying extra), or other unforeseen things that may pop up. A variation usually comes at the cost and the approval of the client, who will be the one to pay the difference requested.

Defects

Upon completion of each stage, the need for quality control is essential as defects may arise during the project. Defects may delay the works in a few ways, including a scenario in which there is a defect in a certain aspect of the project which has a dependency. If the next stage is dependent on the completion of the previous stage, but there are defective works found, then the project comes to a halt until the defect is rectified. This may also arise during the fit-out stage. During the fit-out stage, if there is defective work in the plastering, painting, joinery, flooring, tiling or even carpentry works, this may also delay hand-over, causing the costs of materials, labour & overheads to continue to rise to rectify this.

Appendices

Architect

According to a detailed analysis that was conducted by G59 Constructions, it was determined, among other things, that the use of retail is the most efficient and effective way to achieve a high profit project that is low risk and low cost. In connection with this project, there were many factors to consider. It was necessary to work together between the Planning Team and the Project Manager during the preliminary stage of the development process. It is for this reason that the building must comply with the building requirements stipulated both by the Building Code Act (BCA) as well as in the Local Environmental Plan (LEP) and the Development Control Plan (DCP). If the tender proposal is accepted, a thorough evaluation of these documents is necessary to develop an architectural design that will be accepted by the local council.

In designing the system, the following requirements had to be taken into account:

A maximum height of 29 metres is permitted for construction,

At least 500 parking spaces will be provided for the 2 basements

8 Accessible spaces included

Bicycle parking included

Exit clearances in accordance with the Australian Building Code,

Equipment for fighting fires that meets the requirements of the Building Code of Australia,

Installation of photovoltaic (PV) systems,

Ensure that common areas are adequately illuminated by natural light,

Climate control in the common areas will primarily be accomplished through natural ventilation.

Key Design Elements

There was a major problem with the design in that the area was restricted in height. There were several ways in which this issue could be resolved. Our first design was for the ground floor to be partially 1m underground. A similar adjustment was made to the other floors of the building in order to achieve a maximum floor height as feasible for the other floors of the building. Thus, it then became possible to design the roof in a way that could be used in a more versatile way in light of this. As a result of its design, the roof is capable of facilitating the installation of solar panels on it. There were a number of equipment options available, but we decided to use ECONNEX PV, which has a slim profile. It is important to note that this particular product was adapted so that it would have a lower dependence in order to obtain the correct angle at which sunlight strikes the building, therefore providing a reliable solution for the lower pitched roof.

The building itself was designed with a high degree of safety and accessibility in mind. It was especially important to take into account these factors since many concepts were abandoned at an early stage. A continuous review of the design was conducted by both the Project and Planning Managers to make certain that it was feasible and in accordance with the specifications of the development. Apart from these key components of construction, it was imperative to plan for the level of commercialization. In order to determine how to maximize profits on the project, a number of key people were involved at this stage of the designing process including the Marketing Manager and the Head Estimator.

The building has been designed to ensure that natural light and ventilation are available, which was achieved by the inclusion of an atrium. By incorporating a large glass area over the atrium as well as a louver shutter system, there will be an abundance of natural light that will filter throughout the entire building down to groundfloor, as well as providing a means of creating an upward movement of heat. As hot air escapes from the top, cooler air is drawn in from the lower levels, creating this updraft. The result of this is an increase in air movement, which results in a cooling effect in the indoor environment.

The design of the car park has been given particular attention. In order to design the spaces, aisles, and the like correctly, we had to refer to the Ryde DCP and Australian Standard AS2890.1.

Once each floor was designed, it was then possible to determine the layout of the car parking area (for example, the number and accessibility of parking spaces, etc.) The Ryde City Development Plan required approximately 500 parking spaces ( 250 spaces in each basement)

For the remainder of the design, finishes were primarily used, particularly for the building's facade. It was inspired by a conceptual development that is located adjacent to our site to some extent. This structure needed to be visually appealing. In order to achieve this, particular attention was paid to the facades on the North, South and Western, as well as the architectural design of the roof. Atriums require exposure to the north in order to be effective, its roof design dictates that it be exposed to the north.

It was also necessary to address some of the other difficulties that were encountered, such as the 3D drawings, because they had never been corrected in a satisfactory manner. ArchiCAD was used to create these drawings. There was one main problem that needed to be addressed, which was that the edges of elements during the course of the design showed wrongly colored highlights along all the 3D elements, which would definitely become a problem in the years to come when the design would be fully implemented. The team continually consulted with software experts and other members of the team in order to achieve a complete solution could not be achieved. It was necessary to change all the edge lines in the design to black, which is the best color to blend in with the design to maintain the best possible look for the company and the client.

Statutory Requirements and Environmental Regulations

As part of the development process, G59 Constructions is required to consider Ryde City Council's guidelines and regulations that must be taken into account as part of the development process. It is imperative for councils to make sure that they have satisfied themselves with all of the requirements of the proposal that has been obtained before it can proceed with a development application and prepare for construction. This document outlines rules and regulations that have been established by Ryde City Council, under its Ryde Local Environment Plan (LEP) 2015 and the Ryde Development Control Plan (DCP) 2015.

Considering the current zoning of the land and possible building heights, street frontage, car parking, effects on heritage preservation, documentation and fees that will be required in order to proceed with the development of the property are some of the factors considered before proceeding. The purpose of this report is to identify what is applicable and what is permitted for Ryde City Council property in relation to proposed development. It has been suggested by the council that a Section 149(2) Planning Certificate be obtained. According to the following diagram, the certificate was obtained, as was the Land Zoning and a list of permitted developments.

Land Zoning Ryde City Council

In accordance with Ryde Environmental Plan 2015; the B2 Local Centre Land Use Zone is permitted to be used for the following purposes for the purpose of construction and development. A Yellow highlight indicates our selection:

- Hotels and boarding houses;

- Daycare centers;

- Establishments for commercial use; facilities for community use;

- Institutions of higher learning; entertainment facilities;

- Centres for meetings and functions;

- Facilities for the dissemination of educational and informational materials;

- Health care facilities;

- Transportation facilities for passengers;

- A variety of recreational facilities (both indoors and outdoors);

- Organizations that are registered;

- Gas stations;

The Ryde Civic Centre Project: Application of Value Management for Cost Effectiveness

Introduction

In its most basic form, Value Management (VM) refers to a structured,comprehensive approach to enhancing thebenefit and reducing the cost of projects.A project proposal for achieving cost efficiency,illustrating value management's applications as a strategy for cost reduction.Based on Value Management principles andtechniques,this application analyzeshow their contribution will advance the Ryde Civic Centre project,establishing asound basison which the project can move forward.

An overview of value management

The Value Managementprocess,employs an integratedmanagement processdesigned to ensure thatthegoals and objectivesofthe project are met at the most cost effective level.During this procedure, time, budget, and quality constraints are taken into account when optimizing a project'svarious components.In order to manage value effectively, the following principles must be adhered to:

An analysis of the project's functions:Recognizing the project's key objectives and functions.

Inventive Solutions:The ability to come up withinventivesolutions that enhance the value of the organization.

Assessmentanddecision-making:Identifying and evaluatingalternativesolutions,determining costs, and making a selection.

Execution:Incorporatingthe chosen solutions.Managing the project's value in Ryde Civic Centre

The ideal scenariorequiresthe application of Value Managementmethodsto the Ryde Civic Centre projectin light of itsextensive nature,constraints pertaining to thefinancial plan,as well as the importance of maximising the community's return on investment.Value Management can be applied toan array of areas, including:

Analysis of Costs: Value managementallows forpinpointingopportunities for cost savings without harming theoveralloutcome.It involvesstudying all types of construction materials,techniques, andarchitectualsbased on their cost-effectivenessfor the project.

Improvements in Functionality: The Value Management process can be used to optimize the efficiency and functionality of theCivic Centre bydevisingmethods and techniquesto improveitsfunctionality andproductivity.

Analysing Risks:The value management processprovides assistance in theevaluationandreductionof risks that could result in the escalation of project costsas well asincompletions.Through it, it is possible to engage inconstructiveproblem-solvingin order to manage risks in a constructive manner.

Involvement of Stakeholders:Value Management promotes interactionand collaborationwithin theconstructionteam, among a variety of stakeholders, including engineers, contractors and architects.Decisions are made in a way that takes into account theinput of all interested parties.

FinancialPlanning

Effective financial planning is crucialto the success of any project.In the context of the Ryde Civic Centre project, detailed financial planning will be essential to ensure that resources are allocatedefficiently andthat the project remains within budget. Key components of financial planning for this project include:

Budget Allocation: A comprehensive budget will be developed, taking into account all aspects of the project, including design, construction, permits, and contingency funds.

Cost-Benefit Analysis: A cost-benefit analysis will be conducted to evaluate the proposed value-added changes suggested through the Value Management process. This analysis will help prioritize changes that provide the greatest return on investment.

Cash Flow Management: A cash flow plan will be established toensure that fundsare available when needed throughout theproject's duration.This will help prevent delays and disruptions due to financial constraints.

Risk Assessment: Financial planning will include a risk assessment to identify potential financial risks and develop strategies for managing them.

ConstructionSchedule

A well-structured construction schedule is essential for delivering the Ryde Civic Centre project on time and within budget. The following steps will be taken to create an effective construction schedule:

Task Identification: All tasks, from site preparation to final inspections, will be identified andcategorized.

Task Sequencing: Tasks will be sequenced in a logical order to ensure efficient use of resources and minimize delays.

Resource Allocation: Resources, including labor, equipment, and materials, will be allocated to each task according to project requirements.

Timeline Development: A timeline will be created, outlining the start and completion dates for each task.

Milestone Monitoring: Milestones will be established to track progress andensure that theproject remains on schedule.

Benefits of Value Management in Financial Planning and Construction Scheduling

The integration of Value Management into the financial planning and construction scheduling of the Ryde Civic Centre project offers several significant benefits:

Cost Efficiency: Value Management's focus on optimizing functions and reducing unnecessary costs will result in a more cost-efficient project.

Risk Mitigation: Value Management helps identify and mitigate potential risks,reducing the likelihood of costlydelays and overruns.

Improved Functionality: By enhancingthe functionality of the Civic Centre,the project will better serve the needs of the community, increasing its overall value.

Timely Delivery: A well-structured construction schedule, informed by Value Management principles,will help ensurethe project is completed on time.

Stakeholder Satisfaction: Engaging stakeholders in the Value Management process fosters collaboration and ensures that their concerns and preferences are considered, leading to higher stakeholder satisfaction.

Conclusion

The application of Value Management principles in the Ryde Civic Centre project is a strategic approachto achieving costefficiency whileenhancing the project's functionalityand mitigating risks. By integrating Value Management into financial planning and construction scheduling, the project can maximize its value, stay within budget, and deliver a Civic Centre that meets the community's needs and expectations. This proposal underscores the importance of embracing Value Management as a critical tool for projectsuccess,especially in complex and resource-constrained endeavors like the Ryde Civic Centre project.

Advantages Value Management Impact

Cost Effectiveness 5

Reduction of Risk 5

Enhanced Functionality 4

Project Delivery 4

Customer Satisfaction 5

Stages of a project

Value Management

COST IMPACT

Initial Phase of a Project

Project Analysis

Moderate

Design Concepts

Creative Solutions

Low

Design Specifications

Assessment and Selection

Low

Project Planning &Management

Delivery

High

ProjectImplementation

Managing Risk

High |

Project Completion

Community Engagement

Moderate

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931653468894800

Statutory Requirements and Environmental Regulations

To successfully initiate the G59 Constructions project and move forward with the anticipated development, strict adherence to the legal and regulatory requirements set forth by the City of Ryde Council is of utmost significance. In order to streamline the development application process and effectively prepare for the commencement of construction activities, our organisation must ensure complete compliance with the specified conditions outlined within the development application. These prerequisites are not arbitrary but are determined and governed by the City of Ryde Council through a combination of documents, specifically the City of Ryde Development Control Plan (DCP) 2014 and the Ryde Local Environmental Plan (LEP) 2014.

To proceed with the development project, it is imperative that our company undertakes thorough deliberations and inquiries into several key aspects that have a direct impact on our plans. These aspects encompass a comprehensive assessment of the prevailing land zoning regulations, permissible building heights, street frontage specifications, provisions for vehicular parking, potential implications for heritage conservation, and a meticulous review of all necessary documentation and associated fees.

Understanding the scope of feasible development activities within the designated land area is crucial for our project. To achieve this understanding, it is highly recommended to obtain a Section 10.7 Certificate, as advised by the City of Ryde Council. This certificate has been diligently acquired and has provided us with invaluable insights into the prevailing Land Zoning classification, as well as the allocation of permissible development activities. These insights, as presented in the subsequent documentation, are fundamental in guiding our project in compliance with the City of Ryde Council's regulations and ensuring a smooth and lawful progression of the proposed development.

Land Zoning Under City of Ryde Council

Land Zoning MU1 Mixed Use

Under Ryde Local Environmental Plan 2014;

Figure 1: Spatial Viewer Map 2023 Zone Identification

The Land Use Zone MU1, or Mixed Use Zone, is a versatile zoning classification that allows for a wide range of development and building uses within the jurisdiction of the City of Ryde council. This zoning classification provides flexibility for various types of developments and is further specified in the provided list. To emphasise G59 Construction's choices, they have been highlighted in yellow, indicating their interest or intended use in this mixed-use zone.

The permitted developments and building uses within the MU1 zoning include:

- Amusement centres

- Boarding houses

- Building identification signs

- Business identification signs

- Car parks

- Centre-based childcare facilities

- Commercial premises

- Community facilities

- Entertainment facilities

- Function centres

- Information and education facilities

- Light industries

- Local distribution premises

- Medical centres

- Oyster aquaculture

- Passenger transport facilities

- Places of public worship

- Recreation areas

- Recreation facilities (indoor)

- Registered clubs

- Respite day care centres

- Restricted premises

- Shop top housing

- Tank-based aquaculture

- Tourist and visitor accommodation

- Vehicle repair stations

The Section 10.7 Certificate, which has been obtained for this specific land, indicates that there are no heritage implications associated with it. This means that there are no known historical or cultural heritage considerations that would restrict or affect the development of the land. As depicted within the figure below, the surrounding lots highlighted in brown are identified as possessing heritage status. Conversely, our site, marked in yellow, demonstrates no apparent indications of heritage designation.

Figure 2: Spatial Viewer Map 2023 Heritage Identification

Furthermore, within the jurisdiction of the City of Ryde council's Local Environmental Plan (LEP), the MU1 zoning allows for the permissibility of developments related to buildings classified under Classes 5, 6, 7a, and 9b. This information has been confirmed by the Section 10.7 Planning Certificate, which serves as an official document validating that these specific building classifications are allowed within the designated land zoning.

The intended development on this land encompasses structures that fall under both the Classes 5, 6, 7a, and 9b building classifications. This clear distinction and compliance with the allowed building classifications have been clearly outlined in the relevant documentation, including development application drawings. This provides a transparent and well-documented foundation for the proposed development within the Mixed Use Zone, ensuring that it complies with the zoning regulations and city planning requirements of the City of Ryde.

Height of Building Under City of Ryde Council

According to the Height of Buildings Map (Ryde Local Environmental Plan 2014), the development will not comply with the council requirements:

- P 18.5m range

The proposed development exceeds the 18.5m height maximum requirement.

Street Frontage Under City of Ryde Council

Front setbacks are a crucial aspect of urban planning and architecture, defining the character and functionality of streets and public spaces. These setbacks are carefully designed to complement and strengthen the unique qualities of different zones within the Ryde Civic Centre. They serve as a means to establish distinct identities for each specific area, creating a harmonious urban environment while considering various factors such as aesthetics, safety, and functionality.

Within the zones designated for business and retail activities, the guidelines stipulate that the building must be aligned with the street frontage. This design approach enhances the urban ambiance and actively contributes to a positive and vibrant urban atmosphere. It also takes into account personal safety and security, ensuring that commercial areas are well-integrated with the surrounding streetscape.

Conversely, within residential and heritage zones, the approach is quite different. Building development is encouraged to be set back from the street, allowing for a more secluded and serene environment within landscaped surroundings. This approach respects the historical and cultural significance of heritage areas while promoting a pleasant living environment in residential zones.

The rear and side setbacks of the Civic Centre serve a dual purpose. They regulate the spatial relationships between buildings, ensuring that there is adequate distance between them. This not only contributes to the visual aesthetics of the Ryde area, but also provides acoustic seclusion, which reduces noise transmission between the neighbouring buildings.

The upper level setbacks are a crucial component in creating a visually appealing cityscape. By reducing the visual mass and dimensions of the building on higher floors, these setbacks help in maintaining an engaging skyline. Moreover, they allow for more access to natural light and ventilation, contributing to the well-being of occupants and the sustainability of the structures.

When it comes to the street frontages, active functionalities such as commercial and retail businesses are encouraged to extend to a depth of at least 10 meters. This depth allows for a vibrant and active streetscape, where people can enjoy shopping and other activities. Additionally, a maximum building height of 40 meters along the street frontage is imposed to ensure a smooth transition between the Mainstreet Precinct and areas characterised by low-density residential construction. This design approach promotes a well-balanced urban environment, with a mix of commercial and residential spaces.

To achieve an architectural aesthetic reminiscent of traditional shopfronts or terrace houses, the building design should carefully articulate the building facade, with dimensions of approximately 20 meters. This attention to detail ensures that the architectural character of the area aligns with its historical and cultural context, creating a sense of place and identity within the Ryde Civic Centre.

The front building setbacks play a crucial role in urban planning and zoning regulations, as they contribute to the overall aesthetics, safety, and functionality of a neighbourhood or development area. The principle of aligning the front building setback with neighbouring properties is rooted in the idea of maintaining a consistent and harmonious streetscape.

1. Consistency in Streetscape: Ensuring that the front building setback aligns with neighbouring properties is essential for creating a visually appealing and uniform streetscape. A consistent frontage, where buildings are situated at a similar distance from the road, can enhance the overall attractiveness and character of a neighbourhood.

2. Safety and Accessibility: A uniform setback can also have safety implications. It allows for clear sightlines and unobstructed pedestrian and vehicular access along the street. Inconsistent setbacks might create blind spots and obstacles, potentially leading to accidents or safety concerns.

3. Property Values: Properties within the neighbourhood tend to retain or increase their value when there is a well-defined and uniform front setback pattern. This predictability can be attractive to potential buyers and investors.

However, there are situations where a uniform setback may not be feasible or desirable:

1. Distinct Boundaries: In cases where there is a clear and distinct boundary between a planned new redevelopment and the existing single-lot developments, it might be impractical or unnecessary to enforce the standard setback. In this instance, there is a large vacant lot and public space separating the new development from the existing ones, which may allow flexibility in determining the setback for the new development.

2. Existing Conditions: Considering the neighbouring properties already have setbacks that are smaller than the standard, it may not be feasible or fair to require the new development to conform to a different standard. In this case, it may make more sense to continue with the existing setback pattern to maintain a sense of continuity.

3. Zoning and Regulations: Local zoning regulations and planning policies will also influence the setback requirements. The regulations can vary widely from one jurisdiction to another, and they often take into account the unique characteristics and goals of a specific area.

Car Parking Under City of Ryde Council & BCA 2022

The City of Ryde Council's emphasis on accommodating parking spaces for individuals with disabilities as a crucial factor in securing development approval underscores their commitment to creating inclusive and accessible communities. This commitment is not only a matter of policy but also a reflection of their dedication to promoting equal access and opportunities for all residents, including those with disabilities.

In particular, the Council has recognised the unique considerations that arise when a proposed development includes Class 9b buildings. Class 9b buildings refer to buildings that are primarily occupied for assembly, such as theatres, auditoriums, or places of worship. Given the specific nature of these buildings, it is imperative that our design and construction align with the Building Code of Australia (BCA) and the relevant Australian Standards.

The integration of pertinent clauses from the BCA and Australian Standards into the design process is a reflection of the City of Ryde Council's commitment to ensuring that Class 9b buildings are not only safe and structurally sound but also fully compliant with accessibility standards. These standards encompass various aspects, including the design of parking spaces for individuals with disabilities.

Some of the key considerations from the BCA and Australian Standards that have been integrated into the design process include:

1. Parking Spaces: The number of accessible parking spaces, their location, dimensions, and signage should adhere to specific requirements. This ensures that individuals with disabilities have convenient and equitable access to these buildings.

2. Ramps and Accessible Routes: The design must include accessible ramps and routes, making it easy for people with mobility impairments to navigate within the building.

3. Accessible Entrances: Entrances must be designed to allow individuals with disabilities to enter the building without barriers or difficulties.

4. Toilet Facilities: Adequate and accessible toilet facilities should be provided, meeting the requirements set out in the standards to ensure everyone can use these facilities with dignity.

5. Seating and Viewing Areas: In the case of assembly areas like theatres, there may be specific requirements regarding the provision of seating and viewing areas for individuals with disabilities.

6. Hearing Assistance: For places like auditoriums, provisions for hearing assistance systems, such as hearing loops, may be necessary.

By delineating these standards and incorporating them into the design, the City of Ryde Council aims to create a built environment that is welcoming, safe, and inclusive for all community members. This not only enhances the quality of life for individuals with disabilities but also aligns with broader societal goals of diversity, accessibility, and equal opportunity. It sets a precedent for responsible and inclusive urban development that prioritises the needs of all residents, regardless of their physical abilities.

Accessible Parking BCA 2022 D4D6

Accessible Parking AS2890.6

028321000

Local Community Issues:

The local community's approval for the expansion of commercial property is a significant development expected to bring about several positive changes, particularly in terms of enhancing property values in the immediate vicinity. However, as with any large-scale construction project, there are valid concerns that need to be addressed. These concerns primarily revolve around the size and scope of the building compared to neighbouring structures and how the construction might affect the existing community dynamics.

To address these concerns and ensure transparency and cooperation with the local residents, a community assembly has been scheduled. This assembly will serve as a platform for G59 Construction to engage with the community and provide information about their construction plans. The aim is to alleviate apprehensions by implementing construction methodologies that are considerate of the existing community dynamics.

Agreements have been thoughtfully worked out with the City of Ryde Council to ensure that the local residents are informed and prepared for the upcoming construction activities. To this end, it has been decided that construction activities will begin a fortnight before any formal notices are conveyed to the local residents. This proactive approach allows residents to be aware of the impending changes and take necessary precautions or adjustments.

Furthermore, G59 Constructions and the City of Ryde Council are committed to minimising inconvenience to the community during the construction phase. Adequate notification will be provided regarding planned road closures and potential traffic disruptions. This notice will be issued well in advance to ensure that residents can plan their daily routines accordingly and avoid unnecessary inconveniences.

Both G59 Constructions and the City of Ryde Council are dedicated to meeting the needs and concerns of the local community. They pledge to provide maximum feasible notification periods regarding the construction timeline and any supplementary aspects related to this project. This commitment to open communication and community involvement is a testament to their dedication to balancing progress with the well-being and convenience of the people in the area.

Community Stakeholder

Our esteemed company, G59 Construction Pty Ltd, is shortlisted by Ryde Council to construct a community centre with a theatre, administration, and Council Chambers. Our company exhibits a strong track record of delivering high-quality, innovative solutions fulfilling the requirements of clients. SynergyBuild Constructs has an average annual turnover of $300 million, and the company has successfully finished many mega projects.