Chapley Group, Guardian Childcare Centre – Pasadena

Managing design changes

Partway through the building process, the original tenant notified its intention to on-lease the new facility, which resulted in significant changes to the design, finishes, signage, AV installations and other internal compliance requirements.

Sarah’s team quickly led a collaborative process to agree the changes and reprogrammed the works to avoid significant program delays. A critical success factor was Sarah’s relationships with subcontractors, and the ability to clearly communicate the changes and the revised program.

Accessibility for all children

It was critical to ensure accessibility for all students, both inside and while in the playscape, which featured a steep incline between the split levels.

To improve access, Sarah’s team included a DDA ramp that was not a part of the initial design.

Protecting the natural environment

The site features a large significant tree that was central to many design decisions, with the playscape and car park designed around it.

Several consultations with arborists led Sarah to develop construction methodologies that avoided excavation in the tree protection zones.

Additional environmental measures included an exclusion/protection zone surrounding the tree, performing maintenance work on the branches, and vigilant site supervision.

Supply Chain Issues

The project’s delivery time frame was challenged by the state-wide labour and resource shortages.

Sarah’s flexible and transparent relationships with the project’s trades and subcontractors were critical in ensuring high-quality works were completed as scheduled.

The team’s programming experience was harnessed to provide continuity for trades once on site.  were utilised to manage these issues.

The limitations of the constrained site were effectively managed by effective communication with the subcontractors on site, and by onboarding all project personnel to Sarah’s QHSE processes, and materials were delivered in a carefully managed, staged process.

Problem solving

The team’s ability to solve complex problems was critical across all stages of the project’s lifecycle.

Originally a Lump Sum procurement, the project was eventually transitioned to a Design and Construct contract when it was evident that the team’s design management skills and understanding of client requirements could significantly accelerate the project’s program and effectively manage costs.

As well as the building scope, Sarah managed the landscape architect’s works on behalf of the client.

Early identification of issues  

Sarah’s team frequently invited Guardian’s management on site walk-throughs, and these proved critical for the early identification of design issues, particularly those related to the change in the end user part-way through construction.

Due to Sarah’s long-standing and proven relationship with the Chapley Group, its management was comfortable and appreciative of Sarah’s ability to act quickly and autonomously to resolve challenges.