Laura Lee

Laura Lee, Architect, FAIA, Hon FRAIA _ Professor of Architecture18 October 2014 _ Make a Plan _ African Innovation > Global Transformation Design Policy Conference _ World Design Capital _ Cape Town, South Africa

Beyond PolicyLeading by Design

Premier HELEN ZILLE

GISELLE RAULIK MURPHY

HESTER DU PLESSIS

CRAIG KESSON

SRINI R. SRINIVASAN

ERIKA ELK

GABRIEL SCHELIGA

PRADYUMA VYAS

MICHAEL THOMSON

EZIO MANZINI

LOU YONGQI

LUDO CAMPBELL-REID

TASOS CALANTZIS

IAN GOURLEY

ALAYNE REESBERG

MUGENDI M’RITHAAJOHAN SCHEPER

DALE DUTTON

EDGAR PIETERSE

RICHIE MAOLOSIRICARDO MEJIA

ALPAY ERMONICA NEWTON

LORRAINE AMBOLE

GABRIEL MOTHIBEDI

RALITSA DIANA DEBRAH

ANABELLA RONDINA

NKENSANI NKOSI

ULRICH MEYER-HOLLINGS

“As in all things, what is needed here is leadership — and there are only ever two ingredients in that: imagination and courage. Because it is imagination that sketches the broader perspective, providing patterns and frameworks to encompass myriad elements that would otherwise remain unwoven...”

INDUSTRY + PRACTICE

EDUCATION + RESEARCH

PEOPLE

PLACE

PROSPERITY

PLANNING

DESIGN

DEVELOPMENTGOVERNMENT + NG0’S

BUILDING

THE

FUTURE

BUILDING THE FUTURE10

SOUTH AUSTRALIA

South Australia is known as ‘the world’s finest

blend’ with a distinguished multicultural society.

Using the metaphor of a tapestry, South Australia’s

threads of culture are woven as stories to express a

diverse yet cohesive fabric. The power of the

tapestry to create harmony arises from its unique

capacity to unite its dif ferent parts so that each

preserves its own identity and yet blends into the

pattern of a single whole.

Capturing the constellation of SA’s creative and

innovative strengths, an Integrated Design Strategy

will build the future of South Australia as both a

State of the Arts and a State of Being.


DEFINITIONS

Throughout this report you will encounter specific words with specific meanings or a meaning that may differ from a more conventional use. To assist your understanding of key concepts the following definitions are offered:

INTELLIGENCE INCENTIVE INVESTMENT

PEOPLE PLACE PROSPERITY

DEVELOPMENT PLANNING DESIGN DESIGN PLANNING DEVELOPMENT

CURRENT PARADIGM INTEGRATED DESIGN PROCESS

ECONOMIC

ENVIRONMENTAL

SOCIAL

EC

ON

OM

IC

EN

VIR

ON

ME

NTA

L

SO

CIA

L

PARTNERSHIPS FOR PUBLIC GOOD AND PUBLIC SPACE

CREATIVITY INNOVATION BUILDING COMMUNITY EXPANDING OPPORTUNITY

Design is multi-faceted, multi-layered and conveys

many meanings. Importantly, it is both a verb and a

noun, referring to a process and to a product, to an

activity and to the result of that activity. Design is

simultaneously a problem seeking and problem

solving activity, a means to achieve desired goals

not only the goal in itself. It is a creative process

referring to every course of action aimed at changing

existing situations into preferred ones, driving

innovation to deliver value.

Integrated Design is about collaboration,

consultation and communication across broad

stakeholders and, early in the design process,

acknowledges challenges and perceived restrictions.

It enables the integration of research into all aspects

of industry and professional practice with an

emphasis on processes for achieving outcomes as

well as the outcomes themselves. Based on a

human-centred approach, integrated design fosters

coordinated, long term decision making leading to

improved quality of life outcomes.

Integrated Design Practice reflects a holistic

approach, through which multiple disciplines and

aspects of design including architecture,

engineering, interior design, landscape architecture

and urban design (to name a few) are considered

together in the planning of a new environment or

renovation. It assists the client with any facility-

related or service-delivery need providing a total

approach to a project ’s life cycle to achieve a cost

effective, resource efficient, and performance-based

result that enhances the experience of the users.

Planning, in general, refers to the organisational

process of creating a plan and/or strategy to realise

certain goals in time and space. It is a process with

long range, intermediate and short-term perspectives

for accomplishing a certain purpose with realistic

expectations. As a discipline, planning proposes

physical, social and strategic solutions often related

to public policy.

Development refers to the totality of actions and

measurements needed to improve the socio–

economical situation of a region, city, town, or

neighborhood. It covers a broad spectrum of

aspects, from ecology, heritage, land management,

transport systems and real estate to aspects of

education, public health and safety.

INTELLIGENT INVESTMENT


GLOBAL AND NATIONAL

CHALLENGES

•Connectivity and mobility

•Community health, safety, well-being

•Economic growth and change

•Environment and biodiversity

•Food

•Poverty

•Social equity, inclusion, opportunity

•Sustainable development

•Urbanisation

NATIONAL AND SOUTH AUSTRALIA

CHALLENGES

•Climate change adaption, mitigation

•Emissions reduction

•Energy (efficiency)

•Housing affordability and diversity

•Infrastructure and transportation

•Population growth, demographic change

•Resource depletion

•Waste and recycling

•Water (supply)

SOUTH AUSTRALIA

CHALLENGES

•Ageing population

•Attracting and engaging youth

•Car dependency

•Communication and media

•Ecological footprint

•Identity / confidence

•Isolation / location

•State, city, local disconnect

•Urban sprawl

EXECUTIVE SUMMARY

My reflections are founded on optimism for our human

capacity to change, a belief in the human spirit, a

passion for the value of design thinking. And above

all, for the collective wisdom we can develop as a

society in the face of substantial and seemingly

insurmountable challenges of our time.

en Maher, Architect and Chairman, Hassell, 2009 AIA Gold Medal Speech

CHALLENGE — CHOICE — CHANGE

The seemingly insurmountable challenges of our time can be overcome through an Integrated Design Strategy based on principles and processes that harness our collective wisdom toward the greatest good for the greatest number. Design processes and design thinking have proven, beyond other approaches, to manage increasing complexity and address our future condition. While design influences every aspect of our lives, we take it for granted until it fails. Design is fundamental to our survival but its value lies in its potential to improve the quality of life by an order of magnitude not possible with conventional methods.

As a choice, integrated design promotes holistic approaches and acknowledges that we need to think, and act, strategically for the long term. We need to inform decision making with research, education and collaborative practices embedded in a flexible and interactive structure that promotes innovative new policies and actions for a prosperous and sustainable future for South Australia.

South Australia’s future must be based on an Integrated Design Strategy as the key engine for change, creating added value.

THE

RESIDENCY

The Adelaide Thinkers in Residence program is a

radical social innovation. The first of its kind in

the world, born in South Australia, it has delivered

massive results over its seven year life.

It uses three simple levers. The first is the Thinker,

a world leader, an exemplar in their field who comes

to live and work in Adelaide, to really inhabit our

lives and our spaces. The second is the relevance of

the issue of the residency. What challenges are we

facing? Where are the opportunities? The third is

the group of partner investors from the public and

private sector who lead the major recommendations

and conclusions into action.

The program sets out to generate new thinking, provoke

change, ignite action and achieve lasting, tangible

results for South Australia. In particular, it sets

out to ensure South Australia thrives by promoting

positive change in the systems of organisation across

our society. If South Australia is to thrive as a

contemporary place of work and life, and if Adelaide

is to become a vibrant, attractive city, we need to

become adept at working collaboratively to get smart

answers to hard problems.Gabrielle Kelly, Director, Adelaide Thinkers in Residence, 14 October 2009

THE RESIDENCY30

FRAMEWORK: SOUTH AUSTRALIA’S STRATEGIC PLAN

South Australia’s Strategic Plan (SASP) was adopted as the framework for the residency mission, and offered a robust structure for advancing an Integrated Design Strategy. Three SASP objectives were translated through the residency objectives:

VALUE OF DESIGN Growing Prosperity = Economic = Prosperity

IMPACT OF BUILT ENVIRONMENT Attaining Sustainability = Environmental = Place

QUALITY OF LIFE Improving Well-being = Social = People

Unique emphasis was given to the relationship between the SASP targets and the potential for integrated design to impact each and all targets. The residency objectives placed greatest emphasis on three — creativity and innovation, building communities and expanding opportunity — as areas related to integrated deisgn and the built environment. These targets most naturally considered economic, environmental and social considerations simultaneously.

SASP served as the reference for the residency theme and objective in so far as it guides tens of thousands of public servants, the state and elected officials in their actions, policies and programs. However, using an integrated design approach, SASP was translated into a series of dynamic relationships concerned with quality of life. Deeper meanings and reconception of all terms — especially community, creativity and innovation — offered opportunities to view SASP as a living breathing model of possibilties.

THE RESIDENCY 33

CREATIVITYINNOVATION

VALUE OF DESIGN

QUALITY OF LIFE

IMPACT OF BUILT ENVIRONMENT

GROWING PROSPERITY

IMPROVINGWELL-BEING

ATTAINING SUSTAINABILITY

EXPANDING OPPORTUNITY

BUILDING COMMUNITIES

FOUNDATION: RECALLING ALL THINKERS

The residency valued the content and collective wisdom of 15 previous and three concurrent Thinkers in Residence. Thinkers’ recommendations were mapped onto the residency objectives and South Australia’s Strategic Plan.

The study of findings and recommendations of Thinkers represents an integrated design thinking approach — to build a knowledge base from global expertise applied to local problems. In developing an understanding of cultural dimensions in SA, patterns of findings were evident across reports. Such discoveries provided a comparative starting point for discussion.

In particular, the following thinkers’ reports were consulted and highly valued for the related content of their residencies to design thinking and the built environment.

Professor Peter Cullen Water and Sustainable Landscapes Professor Andrew Fearne Sustainable Food and Wine Value Chains Herbert Girardet Sustainable Adelaide Fred Hansen Urban Places: Growing Communities Through Transport Professor Ilona Kickbusch Health Societies: Addressing 21st Century Health Challenges Charles Landry Rethinking Adelaide: Capturing Imagination Dr Geoff Mulgan Innovation in 360 Degrees: Promoting Social Innovation in SAProfessor Stephen Schneider Climate Change: Risks and Opportunities

THE RESIDENCY32

BRAINWAVES — SCIENCE, SOCIETY AND THE FUTURE

Susan Greenfield2005

EARLY CHILDHOOD DEVELOPMENT

Fraser Mustard2006-07

SOCIAL INNOVATION: MEETING UNMET NEEDS

Geoff Mulgan2006-07

QUALITY OF LIFEIMPROVING WELL- BEING

IMPACT OF BUILT ENVIRONMENT ATTAINING SUSTAINABILITY

CLIMATE CHANGE: RISKS AND OPPORTUNITIES

Stephen Schneider2006

MAKING ADELAIDE A GREEN CITY

Herbert Girardet2003

WATER AND SUSTAINABLE LANDSCAPES

Peter Cullen2004

SMART JUSTICE: A 21st CENTURY APPROACH TO JUSTICE & PUBLIC SAFETY

Peggy Hora2009-10

HEALTHY SOCIETIES: ADDRESSING 21st CENTURY HEALTH CHALLENGES Ilona Kickbusch2007

RETHINKING ADELAIDE: CAPTURING IMAGINATION

Charles Landry2003

AN INTEGRATED DESIGN STRATEGY FOR SOUTH AUSTRALIA:BUILDINGTHE FUTURELaura Lee2009-10


CREATIVITY & INNOVATION


URBAN PLACES: GROWING COMMUNITIES THROUGH TRANSPORT

Fred Hansen2009 -10

DEVELOPING A BIOECONOMY IN SOUTH AUSTRALIA

Maire Smith2003-04

FAMILY BUSINESS: GENERATIONS OF SUCCESS

Dennis Jaffe2007

FOOD AND WINE VALUE CHAINS: PROSPERITY THROUGH COLLABORATION

Andrew Fearne2008

VALUE OF DESIGNGROWING PROSPERITY

THE NEW MEDIACHALLENGE

Blast Theory2003-04

SA CONNECTS: THE MANY FUTURES OF OUR DIGITAL LIVES

Genevieve Bell2008-09

DOCUMENTARY IN THE DIGITAL MEDIA AGE

Peter Wintonick2002

HOUSING HOMELESS PEOPLE

Rosanne Haggerty2005-06

Residencies point to the need for better quality,

big picture collaborative thinking — with the future

in mind. This residency not only focused on physical

infrastructure, bridges, buildings, streets, etc.

Rather, it focused upon the intellectual infrastructure,

the quality of our thinking, and the methods we can

develop to collaborate more intelligently as we deal

with our complex, interconnected lives and make vital

decisions about environment, health, employment, trans-

port, higher density living, wealth generation, green

space, beauty and liveability in our much loved state.

Nowhere has the building of the mind of this resi-

dency been more apparent than in the collaborative

work of the partnership. They committed many hours of

workshops and partner meetings which became a working

example of an integrated design team. Their passion is

an unstoppable force.Gabrielle Kelly, Director, Adelaide Thinkers in Residence, 14 October 2009

THE RESIDENCY34

OBJECTIVES

An Integrated Design Strategy for South Australia: Building the Future focused on the value of design and the impact of the built environment on the quality of life for South Australians.

The residency simulated an integrated design process and practices through collaborative weekly workshops, involving 15 residency partners and invited key stakeholders. The diversity and active engagement of individuals and their respective partner organisations provided ideal conditions for analysing cultural conditions, evaluating current processes and systems of government and practice, and providing direction for the recommendations.

OBJECTIVES

•to increase awareness and understanding of design as integral to a sustainable future for South Australia, identifying South Australia’s current and potential strengths and key design ‘influencers’

•to analyse the knowledge gaps (demand) and the educational providers (supply) to determine new leverage points where design education, practice and research can enable transformational change

•to assist in the development of an Integrated Design Strategy for South Australia leading to new decision-making processes and new models of trans-disciplinary collaboration

•to establish networks through international relationships to expand business opportunities in South Australia

•to initiate innovative projects and provide advice about state-of-the-art and visionary approaches to the built environment that will position South Australia as a national and international leader in integrated and sustainable design

THE BUILT ENVIRONMENT

The scope of the built environment includes the disciplines and domains of:

•architecture, landscape architecture, interior architecture / design

•community development, urban design, urban planning

•heritage conservation / preservation / restoration, adaptive re-use

•regional planning and development, rural and suburban communities

•industrial design / product design

•communication design / graphic design / interaction design

•exhibition and experience design / way finding / public art

The elements of the built environment in a range of diminishing scales include:

•regions

•landscapes / ecologies

•cities / towns

•communities / neighbourhoods

•precincts

•corridors / streetscapes

•buildings / infrastructure / public space

•interiors

•products

THE RESIDENCY 31

PROCESSES

The very mechanism of the Thinkers in Residence

Program is an integrated design demonstration.

It is a forum where key players are at one table.

It is a forum without predetermined deliverables

and without outcome related budget or program

restrictions. It provides a very rare opportunity

for cross government and private sector interaction. Mario Dreosti, Australian Institute of Architects, Residency Partner; Principal, Falconer Brown Architects, AIA Place, December 2009

WORKSHOP PROCESS

Collaborative workshops, involving the 15 partners and invited guests, were conducted weekly throughout the residency. Scenarios were structured around creating better briefs (program), defining comprehensive decision making (process) and developing performance based outcomes (product).

APPROACH

Residency partners were asked to adopt ‘design thinking as a process of enlightened experimentation wherein one observes the world, identifies patterns of behaviour, generates ideas, gets feedback, repeats the process, and keeps on refining’. (Niti Bhan)

DESIGN TOOLS

Using the software ‘mind map’ each workshop encouraged participation by all partners to openly express opinions and spontaneously contribute thoughts. The power of this tool lies in the creation of a ‘risk free’ environment for participants, encouraging critical thinking and reflection. The ability to see ideas taking shape in real time is an engagement strategy that values each and every person’s perspective while encouraging the healthy debate so needed in South Australia. The dynamic of the medium offers the time and means to relate and prioritise issues, and most importantly, to constantly change and refine. The instant visualisation of ideas generated by the collective contributes to a sense of ownership as well as motivation and responsibility for follow through.

A: Forum at Seppeltsfield Winery

B: Partner workshop in torrens building

C: Workshop at Adelaide Botanic Gardens

D: Housing SA charrette at Onkaparinga

THE RESIDENCY 37

METHOD

The Adelaide Thinkers in Residence program, as a demonstration of integrated design, offered an operational space and program conducive to collaboration and the exchange of knowledge locally and globally.

Extensive consultation and stakeholder engagement with government, industry, academic institutions, professional associations, design professionals and the public complemented the core work for and with the residency partners.

In the three separate months of the residency period, the first month was dedicated to an awareness of context, culture and the value of design. The second month examined nine scenarios (as case studies) to understand the impact of the built environment through an evaluation of current ways of working in the state. The final month synthesised issues to collectively agree upon applicable and effective recommendations.

THE RESIDENCY 35

UNIVERSITY OF SOUTH AUSTRALIA

Mads Gaardboe

Professor and Head of

School of Architecture and Design

CARNEGIE MELLON UNIVERSITY

Tim Zak

Executive Director and Co-Director

Institute for Social Innovation

H. John Heinz III College

FLINDERS UNIVERSITY

Dr Andrew Beer

Professor and Deputy Vice-Chancellor

School of Geography, Population

and Environmental Management

DEPARTMENT OF FURTHER EDUCATION, EMPLOYMENT, SCIENCE AND TECHNOLOGY

Dr Deborah Keighley-James

Principal Policy Adviser,

Science and Innovation

HEALTH SA DEPARTMENT OF HEALTH

Dr David Panter

Executive Director, Statewide

Service Strategy

Damien Walker

Director, Major Projects

ADELAIDE CITY COUNCIL

Jason Pruszinski

Manager, City Design

REGIONAL DEVELOPMENT AUSTRALIA BAROSSA INC

Anne Moroney

Chief Executive OfficerLAND MANAGEMENT CORPORATION

Phil Donaldson

Senior Manager, Sustainability

Policy & Programs

AUSTRALIAN INSTITUTE OF ARCHITECTS

Richard Hosking

Chapter Manager

Mario Dreosti

Vice President, SA Chapter

Prinicpal, Brown Falconer Group

DEPARTMENT FOR TRANSPORT, ENERGY & INFRASTRUCTURE

Peter Swift

Director, Project Services

HOUSING SA DEPARTMENT FOR FAMILIES & COMMUNITIES

Robyn Evans

Manager, Strategic Projects,

Affordable Housing Innovations Unit

DEPARTMENT OF PLANNING & LOCAL GOVERNMENT

Lois Boswell

Director, Sustainability

Melissa Bailey

Health in all Planning Officer

DEPARTMENT OF EDUCATION AND CHILDRENS SERVICE

Kathyn Jordan

Manager, Children’s Centre Project

Nadia Carruozzo

Senior Project Officer,

Education Works

Loris Glass

Manager, Neuroscience and

Learning Partnerships

DEPARTMENT OF THE PREMIER & CABINET

Greg Mackie OAM

Deputy Chief Executive, Cultural

Development

Tim O’Loughlin

Deputy Chief Executive, Sustainability

and Workforce Development

ARTS SA DEPARTMENT OF THE PREMIER & CABINET

Eva Les

Director, Thinking Adelaide

Jennifer Layther

Manager, Public Art and Design

ADELAIDE THINKERS IN RESIDENCE

Gabrielle Kelly

Director

Emily Glass

Senior Project Manager

Samantha Haedrich

Designer

Stevie Summers

Project Catalyst

Louise Wormald

Project Catalyst

DESIGN

EXPLAINED

DESIGN EXPLAINED20

Design is a means by which we bring the world into

culture. As a discipline, design is concerned with

identity, quality and value as an expression and

evolution of society. In a contemporary world

needing human encounters, design enables us to

translate human values into the spirit of place and

time. Founded on humanistic tradition, architecture,

in particular, honours the principles of democracy

and equity.

Through a conscious consideration of cultural

conditions, design aims to address all factors in a

given situation to achieve desired outcomes. Design

provides a balanced, inclusive and structured way of

approaching the development of innovative products

and human environments for the present and for the

future. To achieve success, design must reconcile

human and technical requirements for economic,

environmental and social viability.

As a consequence, good design leads to better

business. A designed response to a problem has a

much higher probability of success mainly because

solutions are derived from the consumer or end-user

needs. Enterprises using design thinking and / or

design professionals in the development of the their

environments, products and services are more

competitive and productive, and they are more likely

to attract and retain talent.

SCIENCE

OBSERVATIONFacts

ONE HYPOTHESISExplanatory model

TESTINGTrue or falseVerificationObjectiveRepetitiveUniversalCause–effect

REALITY EXPLAINED

ART

OBSERVATIONFactsVisions Beliefs

INDIVIDUAL HYPOTHESISExpressing model

TESTING IndividualSynergeticQuestioningConfrontingVisionaryCommunicative

REALITY QUESTIONED

EXISTING WORLD

FUTURE WORLD

DESIGN

OBSERVATIONFactsVisions BeliefsReflectionsInterpretations

MULTIPLE HYPOTHESESExploring models

TESTING Most desirableVerification and applicationSubjectiveUnique and not repeatableContextualCoincidental

REALITY CHANGED

DESIGN EXPLAINED22

DESIGN THINKING

PROBLEM SOLVING

PROBLEM SEEKING

INTEGRATED PRACTICEINTEGRATED DESIGNFlow of information and knowledge

Flow of money and timeFlow of relationships and responsibilities

Visualise issues from multiple perspectivesIteratively test boundaries of limits and parameters

Collaboratively define metrics of success

Open-ended inquiry revealing new directionsSynthesising issues to define questions

Practice hypothesis-based testing Research must be applied with purpose

Clearly a case can be made for the value of design in all aspects of society. Businesses and business schools have adopted design processes as a matter of innovation. Engineering schools have recognised the power of ‘studio education’ as a collaborative and complex problem-solving environment for learning. Non-government organisations, intent on solving the world’s most pressing issues, now rely on the unique approaches offered by design teams. Within the design domain, service design is one of the fastest rising higher education degrees. Governments, and the South Australian Government, are well justified in recognising the certainty of a massive return on investment in design knowledge, practices and processes.

DESIGN AS AN AGENT OF CHANGE

Daniel Pink in A Whole New Mind (2005) identifies a clear movement ‘from an economy and a society built on the logical, linear, computer-like capabilities of the Information Age to an economy and a society built on the inventive, empathic, big picture capabilities of what’s rising in its place, the Conceptual Age’. Applying creative processes, advancing the built environment through research and stimulating design thinking is essential for providing a decision-making framework that ensures a sustainable future.

Integrated design thinking requires problem-seeking and problem-solving abilities in response to diverse, speculative and highly detailed information. Integrative thinking evolves from holistic, organic and synergistic models of practice.

Design as an agent of change is based on critical thinking and collaboration. Designers foster sensitivity to the diversity of people’s ideas, beliefs and values. Design activity has the ability to heighten multi-cultural awareness and makes us better able to: freely explore ideas and envision ourselves as multidisciplinary thinkers and designers; express ideas clearly in a variety of media and circumstances; develop, attract and ultimately affect diverse audiences; and explore various cultural, professional and personal contexts as they relate to society.

The key to economic growth lies not just in the ability to activate and attract the creative class, as Richard Florida (2002) argues, but to translate this underlying advantage into creative economic outcomes in the form of new ideas, new high-tech businesses and regional growth. This new class includes scientists and engineers, university professors, poets and novelists, artists, entertainers, actors, designers and architects, as well as the ‘thought leadership’ of modern society: nonfiction writers, editors, cultural figures, think-tank researchers, analysts and other opinion-makers.

DESIGN DEFINED

We shape our buildings, and afterward

our buildings shape us.

Winston Churchill, former Prime Minister of the United Kingdom, October 1943

THE NATURE OF DESIGN

Design is multifaceted, is multi-layered and conveys many meanings. It is both a verb and a noun, referring to process and to product, to an activity and to the result of that activity. It is a creative process driving innovation to deliver value. Herbert Simon (1996) in his remarkable book The Sciences of the Artificial declares the true essence of design: ‘Design is concerned with how things ought to be, with devising artifacts to attain goals. It refers to every course of action aimed at changing existing situations into preferred ones and conceiving artifacts to enable such changes’. Design is a means to achieve desired goals and not the goal in itself. Design is a unique human activity that inherently connects and relates individual elements, actions and activities — adding value to a whole which is greater than the sum of its parts. With design knowledge as the most valued ‘commodity’ of our age, our actions demand the interplay between the arts, humanities and science, and between education, practice and research.

Design is simultaneously a problem-seeking and problem-solving activity. Foqué (2010) defines design as a ‘per se innovative, heuristic and experimental process, driven by empathy and focused on problem defining and problem solving. It essentially deals with problems with stakeholders and fuzzy boundaries, and where the solution is found between disciplines’. As such, designers bring a broad, multi-disciplinary spectrum of ideas from which to draw inspiration. Design relies on the methodologies of both art and science, but unites them into a unique approach driven by lateral thinking. It frames decision-making into a long-term, future- oriented context. With an essentially human-centred focus, design aims to improve quality of life.

DESIGN EXPLAINED 23

EDUCATIONCase–based

RESEARCHEvidence–based

PRACTICEPerformance–based

ANTHROPOLOGICALCULTURALECOLOGICALECONOMICALENVIRONMENTALETHICALENTOMOLOGICALEXPERIENTIALFINANCIALHISTORICALLEGALPHENOMENOLOGICALPHILOSOPHICALPHYSICALPOLITICALPSYCHOLOGICALSOCIOLOGICALTECHNICAL

Tools

AnimationsimulationVisualisation

Processes

IntuitiveInterpretiveIterative

Knowledgecase–based

evidence–basedPerformance–based

Modes 0f ThInKIng

criticaldialecticlateral

reAlMs

experiential spatial Temporal

chArAcTerIsTIcs

strategic synergistic systemic

wAys of worKIng

collaborative creative Integrative

goVernMenTAl

drives creativity and Innovationfosters collaboration and communication

Influences effective Policies

enVIronMenTAl

creates liveable and safe communitiescontrols carbon emissions, eliminates waste

leverages resources effectively

econoMIc

elevates levels of efficiencygenerates Prosperity, Integrates ProcessesIncreases Productivity

socIo-cUlTUrAl

enhances cultural Identity, expands opportunitiesImproves Quality of life, Provides securityPromotes diversity. equity, Inclusion

DESIGN EXPERTISE

impact

research +resOUrces

collaborators + staKEHolDErs

ASPIRATIONS +chAlleNgeS

VAlUesempathetic

ethicalhuman-centred

FUTURE IMPACT

DESIGN EXPLAINED26

LATERAL THINKING

CYCLICAL APPROACH

REFLECTIVE PRACTICE

INTEGRATED DESIGN

DESIGN CULTURAL SHIFT

ATTITUDES AND ROLES

from fear of change, fear of failure —————————— to hope and opportunities for the futurefrom individual control and power —————————— to collaborative influence for public goodfrom accountability for quantity ——————————— to responsibility for qualityfrom supporting and sustaining ——————————— to empowering and innovatingfrom exclusive, tactical and reactionary ——————— to inclusive, strategic and visionary

AGREEMENTS AND MEASURES

from first cost-based decisions ———————————— to long-term life-cycle value from market-driven supply (push) —————————— to human-centred needs (pull) from box ticking / check-list reporting ————————— to four-dimensional parametric modelling and simulationfrom isolated, short-term arrangements ——————— to consultative non-partisan decisions transcending electoral cyclesfrom averted, mitigated, transferred risk ——————— to collectively managed agreements, appropriately shared and rewarded

APPROACHES AND PROCESSES

from homogeneous hierarchical structures —————— to diverse, lateral thinking modelsfrom linear, distinct methods ———————————— to cyclical, iterative processesfrom demand-based product-focused ————————— to knowledge-based process-focusedfrom communication in words ———————————— to expression in multi-media through demonstrationfrom destination with milestones ———————————to journey through concurrent and overlapping spaces

THE

CONTEXT

OF

SOUTH

AUSTRALIA

THE CONTEXT OF SOUTH AUSTRALIA 45

SA DISTINCTIONS: THE SPIRIT OF PLACE

•Natural heritage and landscape diversity

•Environmental sustainability

•Agriculture, food and wine

•Early childhood development

•Social innovation

•Primary health care

•Festivals and events

•Defence and mining industries

•Liveability

Through an exhaustive and extensive consultation process, the residency aimed to identify the unique assets and distinctions of South Australia. The nine listed above clearly emerged.

Without exception, the most vital aspect in realising a successful Integrated Design Strategy and ensuring a sustainable future derives from a complete understanding of the immediate local context — cultural, physical and temporal. The existing ecology of a place must be fully examined historically, contemporaneously and predictively to render solutions that honour the authenticity of any environment. Finding and advancing the spirit of place leads to more meaningful and memorable experiences, a sense of belonging and identity.

Each of the following arrays of images for each distinction deliberately represents a diversity of scales and covers environmental, economic and social dimensions of place. Decision making for the built environment must seriously consider these nine assets and make every attempt to construct narratives around these themes to advance South Australia’s enduring qualities, vital for cultural identity and fundamental for economic growth.

Lily PavillionWhale species

Lake EyreCoorong

Murray River

Wine regions

Coober Pedy

Eco-Tourism

THE CONTEXT OF SOUTH AUSTRALIA46

ENVIRONMENTAL SUSTAINABILITY

Green buildings Zero waste Environmental art installation

Integrated technologiesSolar generation

AGRICULTURE, FOOD AND WINE

Wine industry leadership Eco-efficient wine industry

Sustainable food supply Culinary tourism


EARLY CHILDHOOD DEVELOPMENT

Community schooling Social engagement

Progressive learning environments

Language arts

SOCIAL INNOVATION

Accessible legal system Community action Improving indigenous communities


HEALTH CARE

Contemporary hospital services

Community sport

Park Land recreation Accessible public spaces

Ancillary health care

FESTIVALS AND EVENTS

Music festivals

Public performance

Sports cultureCommunity festivals


DEFENCE AND MINING INDUSTRIES

Defence and allied initiatives Arts and mining industry integration

LIVEABILITY

Arts Accessible housing Park Lands

History of leadership Housing choice Cultural precinctsHeritage buildings


Professional and Industry Associations

PRIME MINISTER AND CABINET

PREMIER AND CABINET

DEPARTMENTS STATEGOVERNMENT

LOCAL GOVERNMENTS

AUSTRALIANGOVERNMENT

COUNCIL MEMBERS

DEPARTMENTS

PEAK BODIES ADVOCACY GROUPS SERVICES

Government

Clients CommunitiesOccupantsOwnersPublic / society Users

STATE UNIVERSITIES

FOREIGN / STATE UNIVERSITIES

VET PROVIDERS

AUSTRALIAN / ASIAN UNIVERSITIES

NATIONALUNIVERSITIES

INTERNATIONALUNIVERSITIES

DESIGN PROFESSIONALS

PLANNERS

ENGINEERS

DEVELOPERS

CONTRACTORS

SPECIAL CONSULTANTS

EXPERTS AND SPECIALISTS

SERVICE PROVIDERS

Universities and VET Providers

Built Environment Industry

RESEARCH CENTRES

PRACTICE ACADEMIES

PROFESSIONAL CONTINUING EDUCATION PROGRAMS

Research and Development Institutions


COLLABORATORS: The built environment industry

Developers

FINANCIERS

HOUSING INDUSTRY

INVESTORS OWNERS

Engineers

SANITARY

WATER SENSITIVE URBAN DESIGN

SERVICE

STRUCTURAL

SYSTEMS

TRAFFIC / TRANSPORT

PRODUCTION

RESOURCE

MATERIALS

MECHANICAL

PROCESS

INDUSTRIAL

FOOD

GEOSPATIALGEOTECHNICAL

HYDRAULIC

FACADECOMMUNICATIONS

DIGITAL MAPPING

DISABILITY ACCESS

ELECTRICAL

ENVIRONMENTAL

ACOUSTIC

CIVIL

BIOCHEMICAL

BUILDING SERVICES

CHEMICAL

Planners

Environmental and Physical Scientists

ECOLOGISTS

MATERIAL SCIENTISTS

EARTH SCIENTISTS

BIODIVERSITY SCIENTISTS

Humanities and Social Scientists

ANTHROPOLOGISTS

BEHAVIOURAL SCIENTISTS

ETHNOGRAPHERS

HISTORIANS

PSYCHOLOGISTS

SOCIOLOGISTS

Experts and Specialists

Service Providers

BANKERS

ACCOUNTANTS

COST PLANNERS

CREDIT PROVIDERS

FEASIBILITY

INSURERS

ECONOMISTS

LEGAL ADVISERS

QUANTITYSURVEYORS

REAL ESTATE PROFESSIONALS

MORTGAGE BANKERS

PROGRAMMING

Special Consultants

CLIMATE CHANGE

CONSERVATION /PRESERVATION

COMMUNITY CONSULTATION

CULTURE / INDIGENOUS CULTURE

ENVIRONMENTAL SUSTAINABLE DESIGN

EVENTS MANAGEMENT

HERITAGE

PUBLIC ART

PUBLIC HEALTH

RESTORATION

SECURITY

WAYFINDING /INFORMATION SYSTEMS

Contractors FABRICATORS

MANUFACTURERS

PROJECT MANAGERS

SUPPLIERS

CONSTRUCTION MANAGERS

DISTRIBUTORS

FACILITY MANAGERS

Strategic Planner

Social Planner

INFORMATION TECHNOLOGY

INSTALLERS

TRADESLandscapeArchitects

Industrial Designers

ArchitectsInterior Designers

Urban Designers

Communicationand Graphic Designers

Interaction and Digital Designers

Exhibition andExperience Designers

Lighting Designers

Allied artists

ArtsCERAMICSFILM MAKINGGLASSMETAL-WORKMULTI-MEDIAPAINTING PHOTOGRAPHPRINT MAKINGSCULPTURESET/STAGE DESIGNTELEVISIONTEXTILES

Digital ArtsANIMATIONINTERACTIVE / WEBVIDEO

Installation Arts Literary Arts Performing ArtsDanceMusicTheatre

COASTAL AND OCEAN

ELECTRONICS TELE-COMMUNICATIONS

RISK

THE CONTEXT OF SOUTH AUSTRALIA 57

Developers

FINANCIERS

HOUSING INDUSTRY

INVESTORS OWNERS

Engineers

SANITARY

WATER SENSITIVE URBAN DESIGN

SERVICE

STRUCTURAL

SYSTEMS

TRAFFIC / TRANSPORT

PRODUCTION

RESOURCE

MATERIALS

MECHANICAL

PROCESS

INDUSTRIAL

FOOD

GEOSPATIALGEOTECHNICAL

HYDRAULIC

FACADECOMMUNICATIONS

DIGITAL MAPPING

DISABILITY ACCESS

ELECTRICAL

ENVIRONMENTAL

ACOUSTIC

CIVIL

BIOCHEMICAL

BUILDING SERVICES

CHEMICAL

Planners

Environmental and Physical Scientists

ECOLOGISTS

MATERIAL SCIENTISTS

EARTH SCIENTISTS

BIODIVERSITY SCIENTISTS

Humanities and Social Scientists

ANTHROPOLOGISTS

BEHAVIOURAL SCIENTISTS

ETHNOGRAPHERS

HISTORIANS

PSYCHOLOGISTS

SOCIOLOGISTS

Experts and Specialists

Service Providers

BANKERS

ACCOUNTANTS

COST PLANNERS

CREDIT PROVIDERS

FEASIBILITY

INSURERS

ECONOMISTS

LEGAL ADVISERS

QUANTITYSURVEYORS

REAL ESTATE PROFESSIONALS

MORTGAGE BANKERS

PROGRAMMING

Special Consultants

CLIMATE CHANGE

CONSERVATION /PRESERVATION

COMMUNITY CONSULTATION

CULTURE / INDIGENOUS CULTURE

ENVIRONMENTAL SUSTAINABLE DESIGN

EVENTS MANAGEMENT

HERITAGE

PUBLIC ART

PUBLIC HEALTH

RESTORATION

SECURITY

WAYFINDING /INFORMATION SYSTEMS

Contractors FABRICATORS

MANUFACTURERS

PROJECT MANAGERS

SUPPLIERS

CONSTRUCTION MANAGERS

DISTRIBUTORS

FACILITY MANAGERS

Strategic Planner

Social Planner

INFORMATION TECHNOLOGY

INSTALLERS

TRADESLandscapeArchitects

Industrial Designers

ArchitectsInterior Designers

Urban Designers

Communicationand Graphic Designers

Interaction and Digital Designers

Exhibition andExperience Designers

Lighting Designers

Allied artists

ArtsCERAMICSFILM MAKINGGLASSMETAL-WORKMULTI-MEDIAPAINTING PHOTOGRAPHPRINT MAKINGSCULPTURESET/STAGE DESIGNTELEVISIONTEXTILES

Digital ArtsANIMATIONINTERACTIVE / WEBVIDEO

Installation Arts Literary Arts Performing ArtsDanceMusicTheatre

COASTAL AND OCEAN

ELECTRONICS TELE-COMMUNICATIONS

RISK

INTEGRATED

DESIGN

EXPLORED

INTEGRATED DESIGN EXPLORED 63

VISION

Design solutions have a long-lasting effect and fundamentally alter the context in which they are implemented. Therefore, a consistent and long-term vision is paramount. The development of a vision not only demands a sophisticated understanding of the present situation but also a clear and profound view of its true sustainability. This requires reasoning, critical reflection and lateral thinking. Moreover, it requires strong political leadership grounded in an ethical values system, the power of persuasion, and the ability to listen to and understand the divergent opinions of others.

CONSULTATION

The role of experts and professionals in the process is crucial to translate a vision — often abstract — into tangible and operational models. They can visualise implementation strategies and develop communication strategies with all stakeholders. Experts and professionals must be consulted to form the brief, before all other parties are affected by a possible realisation. Such consultation provides the opportunity for all stakeholders to comment, state their goals and contribute to the initial vision on the basis of evidence and expert knowledge. The goal must be to create a solid and reliable platform for discussion and develop a strategy for implementation that is broadly supported and owned by all the parties involved. It should identify conflicts of interest, and differences in value systems and of approaches, incom patibilities and misunderstandings. It should build confidence and prepare a common ground for active collaboration.

COLLABORATION

Collaboration in an integrated design approach is vital to bring all stakeholders to the table, not as opponents with divergent and conflicting goals to realise, but as allies, who seek to share a common vision for mutual benefit. Such an integrated team, formed as early as possible in the process, will strengthen the conviction that, by collaborating, not only will all parties be rewarded but also the ultimate outcome of their efforts will be better, highly satisfying and qualitatively superior outcomes. This synergetic aspect should be a driving force behind the total design process.

INTEGRATED DESIGN EXPLORED64

PRINCIPLES OF INTEGRATED DESIGN


INNOVATION

It is generally acknowledged that innovation is a necessity for steady and healthy economic growth. Integrated design thinking is a driving force for innovation. A design process based on collaboration is the cradle for creating an environment where new ideas can be formed and developed. It is precisely the confrontation of different stakeholders in a positive collaboration that gives rise to unknown and unfamiliar views and opportunities, providing for new, creative and far-reaching solutions to problems considered too complex to solve.

EVALUATION

Integrated design processes are not linear but are fundamen-tally cyclic and dynamic. As such, temporary results are to be evaluated regularly against the set goals and the overall vision. Feedback from these evaluations is important to adjust trajectories, improve decision making and optimise the final result. This relies on a ‘satisficing strategy’, a term first used by Herbert Simon (1957) to indicate that human beings usually do not know the relevant probabilities of process outcomes. A satisficing strategy attempts to optimise the use of all the cognitive steps to meet the set goals and maximise the results.

As integrated design processes are concurrent and multi-leveled these evaluation moments executed by all team members allow for introducing knowledge and expertise in every stage of the process and simultaneously on all levels, not only in segregated mono-disciplinary fragments at moments when it is considered needed.

PARTICIPATION

Participation in design processes is often misunderstood. Tradi-tionally it is based on what Foqué (2010) calls ‘the asymmetry of knowledge’, meaning that, in participatory design processes. Some of the stakeholders have expert knowledge and others have only popular or superficial notions of the problems at stake. A desired situation is based on ‘symmetry of knowledge’, referring to ‘a balanced decision-making process based on both respect for the knowledge of the specialist and willingness to share this with the other’. It is the basis for interdisciplinary collaboration but also acknowledges the importance of the contribution of the local communities and so-called non-pro-fessionals. Well organised participation allows multiple voices to be heard and involved in the design and results in outcomes which not only accommodate a wide range of stakeholders and users, but allow for a better understanding and identification by these stakeholders with the design solution.

COMMUNICATION

Communication during the design process not only involves written language and/or speech, it covers the total spectrum of media, such as drawings, physical models, computer anima-tions, photographs, calculations, diagrams. The effective use of such media involves education and training. Moreover, the various stakeholders — government, professional associations, advocacy groups, the built environment industry, educational institutions and community groups — use their own professional language and terminology. It is essential that all participants are aware of the possible semantic differences during the communication process and have the willingness to listen and attempt to ‘translate’ the messages from other parties into their own vocabulary. Citizens and their elected representatives, and the general media who seek to engage in non-technical non-professional language must be engaged, but not patronised, in terms that enable them to share the new understanding with others. By doing so, open sharing will be encouraged, fostered, promoted, and supported, without the fear of inferiority or irrelevance.

INTEGRATED DESIGN EXPLORED66

PRINCIPLES OF INTEGRATED DESIGN


EDUCATION

Implementing an Integrated Design Strategy implies an educational dimension, including basic design education. Participants will learn and understand the essence of the process as evolving in time but also in content, referring back to the substance itself of the vision, its various elements, relationships, interactions and context. Moreover, participants should be able to interpret, read and understand the different models and techniques used during the entire process; they should seek to understand and speak a common language. An open debate about the qualities of the environment is the first step toward a better informed point-of-view.

DEMONSTRATION

An element in the educational process is learning by example — from demonstration and precedent studies. Non-designers often find it difficult to envisage design solutions in a real context. Therefore, it is extremely useful to share design solutions with non-experienced stakeholders, to analyse them together, examine their strengths and weaknesses, and discuss lessons learned. Case study analysis is a direct tool to build design knowledge and to understand how designers cope with complexity and to what extent a vision is realised within a given context. Direct experience of place is irreplaceable as a demonstration of design value.

DIRECTIONS

FOR SA

DIRECTIONS FOR SA 77

INHIBITORS TO CHANGE

•Abundance / scarcity paradox

•Developer driven planning

•Local, city, state disconnect

•Fear of change

•Finances

•Lack of follow-through

•Media divisiveness

•Regulation and zoning

•Risk aversion

KEY INFLUENCERS

•Premier and Cabinet

•Development industry

•Land Management Corporation

•Dept Planning and Local Government

•Dept Transport, Energy and Infrastructure

•Department of Treasury and Finance

•Australian Government funding

•State finance and funding

•Market expectations

NEEDS

•Big picture thinking

•Business investment

•Certainty

•Confidence

•Commitment to action

•Design quality

•Entrepreneurial attitude

•Joined up solutions

•Public transport

VALUES

•Creative pursuits

•Diversity of experience

•Economic stability

•Environmental sustainability

•Future for children

•Heritage (built and cultural)

•Lifestyle balance

•Privacy

•Regard for nature

BEST

•Aged care

•Barossa region

•Early childhood education

•Food and wine culture

•Primary health care

•Recycling scheme

•Renewable energy

•Social innovation

•Torrens Land Registration

IDENTITY / PERCEPTION

•Apathetic

•Artistically dynamic

•Class conscious

•Conservative

•Environmentally conscious

•Insecure

•Multicultural

•Politically progressive

•Provincial mindset

WORST

•Abandoned urban plots

•Aboriginal impoverishment

•Car dependency

•Class divisions

•Design under-valued

•Lost opportunities

•Urban sprawl

•Social inequity

•Youth unemployment

ASSETS

•Arts and cultural events

•Climate

•Education

•Ideas incubator

•Landscape / nature

•Natural resources

•Political leadership

•Size for collaboration

•Stability

CHALLENGES

•Ageing population

•Attracting / retaining talent

•Ecological footprint

•Environment

•Housing diversity

•Identity

•Isolation / location

•Workforce development

•Water

RECOMMENDATIONS

1.INTELLIGENTINVESTMENT

IDC

2.QUALITY

COMMITMENTPer formance

3.COLLECTIVE

ACTIONIDS

4.ENVIRONMENTAL

LEADERSHIPSustainability

5.COLLABORATIVECONSTRUCTIONIntegrated practices

6.ECO INDUSTRY

INNOVATIONManufactured assemblies

7.BUILT ENVIRONMENT

RESEARCHPractice-based

alliances 8.DESIGN LITERACYLearning environments

9.CONSTRUCTIVEENGAGEMENT

Consultation and communication

RECOMMENDATIONS88

1.INTELLIGENTINVESTMENT

IDC

2.QUALITY

COMMITMENTPer formance

3.COLLECTIVE

ACTIONIDS

4.ENVIRONMENTAL

LEADERSHIPSustainability

5.COLLABORATIVECONSTRUCTIONIntegrated practices

6.ECO INDUSTRY

INNOVATIONManufactured assemblies

7.BUILT ENVIRONMENT

RESEARCHPractice-based

alliances 8.DESIGN LITERACYLearning environments

9.CONSTRUCTIVEENGAGEMENT

Consultation and communication

PROCESSES PRINCIPLES

POLICIES

PERFORMANCEKnowledge Generation

Advising, advocating Knowled

ge A

pplic

ation

Coord

inat

ing,

ena

bling

Know

ledge TransferC

omm

unicating, engaging

PRACTICE

ED

UC

AT

ION

RESEARCH

RECOMMENDATIONS 89

RECOMMENDATIONS INTRODUCTION

Imagine a world where an Integrated Design Strategy

delivers outstanding design quality that is responsive

and sustainable; where all communications throughout

the process are clear, concise, open, transparent,

and trusting; where decisions and processes are

performance driven and value based; where all

stakeholders are involved from the initiation of the

project; where outcomes are inspired and visionary...

Norman Strong, FAIA, Report on Integrated Practice, 2006

FOUNDATION: MODELLING AN INTEGRATED DESIGN APPROACH

During the last stage of the residency, a series of draft recommendations were presented to numerous, diverse stakeholder groups as well as the residency partners. This consultation process led to changes, significant refinements and validation of the final set of nine recommendations. Multiple perspectives representing the diverse stakeholders served to determine the priorities and establish connections throughout.

Ultimately, recommendations were formed to be actionable, meaningful, relevant and trans-formational. However, all recommendations should be understood and undertaken with respect to existing strengths in South Australia. An Integrated Design Strategy is a process of optimisation, and therefore an incremental approach that, in its first phase, embraces and complements, enhances and enables current systems. Change is inspired, not imposed, by building upon good practices from within government and in the private sector — and identifying agents of change and champions in the process of reform. Consensus building and relationship stregthening is fundamental to the success of all recommendations.

While each recommendation is necessary to achieve a comprehensive Integrated Design Strategy for South Australia, the first recommendation — an Integrated Design Commission (IDC) with a Commissioner and Government Architect — is conceived to support the design, development and delivery of all recommendations. With a mission based on a model of ‘intelligent investment’ which integrates design, planning and development as a design-led vision, the IDC relies upon all recommendations. At the same time, it is expected that recommendations are adopted and developed by the widest array of stakeholders to encourage a plurality of approaches and broad ownership.

While the recommendations are numbered as a matter of reference, their adoption need not be sequential. Any may be launched immediately and in parallel, yet each is dependent on the success and progress of others to realise an integrated strategy. Constructive engagement as recommendation #9, in particular, should be equal in priority to recommendation #1.

The IDC must establish integrated design decision-making processes, develop guiding principles for integrated practices, and define policies leading to value-based outcomes. All recommendations must be founded equally on research as an evidence base, on education as a knowledge base, and on practice as a performance base as illustrated left.

1. INTELLIGENT INVESTMENT

Robust program of infrastructure investmentEconomic growth and competitivenessSA — The Entrepreneur State

2. HIGHEST QUALITY COMMITMENT

Social and regional benefits from economic growthHealthy, safe and connected communitiesStrengthening communities / people, places

3. COLLECTIVE ACTION

Productivity through innovation and value-chainsWorld class design and vibrancyVibrant Adelaide

4. GLOBAL ENVIRONMENTAL LEADERSHIP

Coordinated action plan for water securityClimate change resilience and carbon efficiencyGreen South Australia

6. ECO-INDUSTRY INNOVATION

Raising workforce participationAffordable living and housing diversitySkills for all

5. COLLABORATIVE CONSTRUCTION

Positioning SA as a leader in renewable energiesEnvironment and natural resource managementRenewable energy: a key economic sector

7. BUILT ENVIRONMENT RESEARCH

Planning for population growthHeritage and character enhancementEngaging older and younger South Australians

8. DESIGN LITERACY

Education and training system for the 21st centuryAccessibility and social inclusionEarly childhood development

9. CONSTRUCTIVE ENGAGEMENT

Efficient and effective public sectorCommunity engagementInformation for citizens

PROPERTY COUNCIL OF AUSTRALIA SA ADELAIDE 2036

Governing the central city for communities of SADesigning the central city to unleash potentialMoving people to and around the central cityBuilding the central city as the state’s business hubBoosting the residential population of the central cityCreating and marketing a dynamic central city

SOUTH AUSTRALIA’S STRATEGIC PLAN

Creativity and InnovationBuilding CommunitiesExpanding OpportunitiesImproving Well-BeingAttaining SustainabilityGrowing Prosperity

INTEGRATED DESIGN STRATEGY FOR SA

Economic Development Board statement30-Year Plan for Greater Adelaide principlesState Reform Agenda policy priorities

RECOMMENDATIONS90

RECOMMENDATIONS92

Integrated Design Commission with Government Architect

Integrated Design Strategies for Communities, Cities, Regions

Policies and Procurement for Performance-based Outcomes

Integrated Design for Climate Change and Sustainability

Manufactured Assemblies for Mass Customisation

Design Education + Learning Enviroments

INTELLIGENT INVESTMENT

COLLECTIVE ACTION

HIGHEST QUALITY COMMITMENT

GLOBAL ENVIRONMENTAL LEADERSHIP

COLLABORATIVE CONSTRUCTION

ECO INDUSTRY INNOVATION

BUILT ENVIRONMENT RESEARCH

DESIGN LITERACY

CONSTRUCTIVE ENGAGEMENT

VISION

CONSULTATION

COLLABORATION

PARTICIPATION

EVALUATION

INNOVATION

COMMUNICATION

EDUCATION

DEMONSTRATION

Collaborative Construction through Integrated Practices

Pracfice-based Built Environement Research

Consultation Models and Communications Strategies

RECOMMENDATIONS 93

RECOMMENDATIONS IN DETAIL

The principles informing an integrated design approach are intertwined and illustrate cyclical and iterative phases of a process — based on collaborative efforts, holistic and integrated thinking, and parallel actions. The model for integrated design decision making provides a robust and operational basis for a comprehensive approach in practice.

Integrated design principles and the nine recommendations are interconnected and inter-dependent. There is a direct relationship between the generation of a vision for future development and innovation as a result of implementing a vision. At the the same time, innovation occurring in academia, industry and society as a whole influences political action and establishes a momentum for further growth.

The relationship between participation and communication is undeniable and obvious. The several means of communication and the ability to understand and use media are paramount to a positive process involving all stakeholders. The development of a vision of the future based on innovation and supported by the different stakeholders can only be successful if generated from close consultation with professionals and beneficial parties and collaboration between all. This necessitates a climate of mutual understanding and respect among all stakeholders. Education in general, and basic design education in particular, is a foundation for the creation and evolution of such a culture. A knowledge base formed from case studies can demonstrate how an abstract vision can be realised and implemented, and illustrates the consequences of such a process.

Consistently iterative evaluation is crucial for the success of an Integrated Design Strategy. Research and evidence is at the core of the process, and the other eight principles come together into a dynamic action driven and creative process, providing for positive progress.

To achieve significant impact, a vision for future development must be transformed into a strategic plan outlining the methods and timing for realisation. In the first phase a solid and consistent vision would be built on the basis of consultation, collaboration, participation and ongoing evaluation, resulting in an agreed vision statement. It would be a basis for the development of a strategic plan. Important in this phase are collective action, quality commitment, global environmental leadership and intelligent investment. In the second phase, where the strategic plan moves into implementation, communication and innovation gain importance and with it the necessary platform for collaborative construction, built environment research alliances and a climate for eco-industry innovation. In the third phase, all nine recommendations work together, underlining the importance of environmental design literacy in combination with integrated design education and constructive engagement.

Such a global, multi-layered and integrated view, leading to the realisation at a political and policy level of an agreed vision, translates into a comprehensive model that forms the core of an Integrated Design Strategy. This is the starting point for the formulation of recommendations.

STRUCTURE OF THE RECOMMENDATIONS

Each recommendation is structured in four parts:

Foundation identifies conditions, domains or issues which are locally, nationally and globally relevant, revealing relationships between elements, and resultant new hybrid territories, with the potential for added value and impact. Framework identifies elements in the design process from micro to macro scales, defined by harmonious and unified structures. It reveals co-dependency and interconnectedness of decision making to maximise beneficial long-term outcomes while defining new ways of working. Recommendation relates to quadruple bottom line considerations — economic, environmental, social and governance — and holistic approaches used to achieve joined-up solutions centred on user needs, and based on foresight. Strategies define opportunities and parallel actions through policies, principles and processes to support an integrated design-led strategy.

INTELLIGENT INVESTMENTDesign / Planning / Development

1. INTEGRATED DESIGN COMMISSION WITH A GOVERNMENT ARCHITECT

FOUNDATION

Integrated design is a process of

intelligent investment based on the

interdependence of design, planning

and development activities to achieve

mutually beneficial, long-term, life-

cycle, performance-based outcomes

with balanced consideration of

economic, environmental and social

parameters and values.

FRAMEWORK

Integrated design thinking drives

creativity and innovation (design) for

building communities (planning) and

expanding opportunities (develop-

ment). Integrated design intelligence

provides incentives in the planning

process to generate and support

public–private co-investment.

Integrated design processes create

partnerships for public space, relating

people, place and prosperity.

RECOMMENDATIONS94

EXPANDINGOPPORTUNITY

CREATIVITY AND INNOVATION

QUALITY OF LIFE

VALUE OF DESIGN

IMPACT OF BUILT ENVIRONMENT

IMPROVING WELL-BEING


GROWING PROSPERITY

ECONOMIC

ENVIRONMENTAL

SOCIAL

DESIGN

PLANNING DEVELOPMENTBUILDING

COMMUNITIES PLACE

PROSPERITY

PE

OP

LE

investment incentive

inte

llige

nce

INTELLIGENCE INCENTIVE INVESTMENT

PEOPLE PLACE PROSPERITY


CURRENT PARADIGM INTEGRATED DESIGN PROCESS

ECONOMIC

ENVIRONMENTAL

SOCIAL

EC

ON

OM

IC

EN

VIR

ON

ME

NTA

L

SO

CIA

L

PARTNERSHIPS FOR PUBLIC GOOD AND PUBLIC SPACE


RECOMMENDATIONS 95

RECOMMENDATION 1

Create an Integrated Design Commission, attached to the Department of the Premier and Cabinet, with a Commissioner and Government Architect supported by a team of design professionals and a multi-disciplinary advisory board of experts responsible for independent advice, advocacy and review of built environment design, planning and development.

LOC

AL, CITY, REGIONAL GOVERNMENTS AND C

OM

MU

NIT

IES

STATE GOVERNMENT AGENCIES AND D

EPARTMEN

TS

AC

AD

EM

IC IN

STITUTIONS, RESEARCH CENTRES, VOCATIONAL AND E

DUCATIO

NA

L T

RA

ININ

G

BU

ILT ENVIRONMENT INDUSTRY AND PROFESSIONAL O

RGANIS

ATIO

NS

COMMISSIONERGOVERNMENT

ARCHITECT

DIRECTOR

PREMIER AND CABINET

PA / OFFICE

MANAGER

EXECUTIVEOFFICER

COMMUNICATIONS

DESIGN SPECIALIST

DESIGN SPECIALIST

DESIGN ASSISTA

NC

E T

EA

MSA

DV

ISO

RY

BOAR

D

STRATEGIES

1. Establish a vision for the built environment to inform all policies based on a design-led approach and government-wide

integrated decision-making processes for design, planning and development. Provide leadership in determining short-,

medium- and long-term priorities for the allocation of funding for government projects in response to expert advice and

assessment.

2. Create an investment model, based on economic, environmental and social values, that is applicable to all stakeholders

in the process of designing, planning and developing the built environment. Develop a strategic plan to achieve design

excellence. Establish incentives to attract the highest quality investment through public–private partnerships with

emphasis on the public realm.

3. Embed design in and across all government policies as well the SASP targets, the 30-Year Plan for Greater Adelaide

Principles, the Economic Board Recommendations, the State Reform Agenda and the forthcoming Integrated

Infrastructure Strategic Plan.

FRAMEWORK

Integrated design is a seamless

collaborative process for mutually

beneficial economic, environmental

and social performance-based

outcomes throughout the life cycle of

a project and for the long-term value

of the built environment. Integrated

design is a communication process

and a tool driven by human-centred

needs and a responsibility for quality.

Integrated design is based on

performance criteria to determine

qualification-based selection in the

procurement process.

HIGHEST QUALITY COMMITMENT Creativity and Innovation / Building Community / Expanding Opportunity

2. POLICIES AND PROCUREMENT VALUING PERFORMANCE-BASED OUTCOMES

RECOMMENDATIONS96

FOUNDATION

Integrated design pursues the highest

quality commitment based on a

shared social responsibility,

environmental risk and economic

reward model with performance based

on valuing quality of life, procurement

based on valuing design and policy

based on valuing culture to create an

affordable, liveable and sustainable

world. EXPANDING

OPPORTUNITY


POLICY

PERFORMANCEPROCUREMENTBUILDING

COMMUNITIES

RESPONSIBILITYREWARD

RISK



GROWING PROSPERITY

ECONOMIC

ENVIRONMENTAL

SOCIAL

CO

NS

TR

UC

TIN

G

CURRENT PARADIGM

INTEGRATED DESIGN

TIME

KN

OW

LE

DG

E

DE

FIN

ING

BR

IEF

ING

FIN

AN

CIN

G

PR

OC

UR

ING

DE

SIG

NIN

G

CO

MM

ISS

ION

ING

OP

ER

AT

ING

MA

INTA

ININ

G

DE

SIG

N

PR

OC

UR

E

BU

ILD

MA

NA

GE

PERFORMANCE-BASED OUTCOMES‘PULL’ MODEL

RESPONSIBILITY FOR QUALITY

PRODUCT-ORIENTED RESULTS‘PUSH’ MODEL

ACCOUNTABILITY FOR QUANTITY

4-dimensional parametric modelling and simulation

QUALIFICATION-BASED SELECTION PERFORMANCE-BASED ASSESSMENT

RECOMMENDATIONS 97

RECOMMENDATION 2

Develop policies and procurement practices valuing design excellence, based on performance measures that seek mutually beneficial economic, social and environmental outcomes. Ensure the provision of a regulatory environment and legal framework to achieve the highest quality outcomes that maximise innovation.

SO

CIA

L

GOVERNANCE

ENVIRONMENTAL

EC

ON

OM

IC

FIRMNESS / Structure

accessible, equitable, inclusive

adaptable, flexible, transformational

ecological, regenerative, resilient

COMMODITY / Function

affordable, liveable, sustainable

competitive, productive, profitable

durable, reliable, safe

BEAUTY / Aesthetic

authentic, beautiful, memorable

illuminating, imaginative, inspirational

convenient, efficient, intuitive

MEASURES1. Sustainable design intent and innovation

2. Regional / community design and connectivity3. Land use and site ecology

4. Bioclimatic design5. Light and air6. Water cycle

7. Energy flows and energy future8. Materials and construction

9. Long life, loose fit10. Collective wisdom and feedback loops

STRATEGIES

1. Determine and apply agreed quality of life performance measures across the built environment. Develop standards of

design excellence using case-based knowledge and evidence-based design best practices in consultation with national

and international leading experts. Develop a shared environmental risk, social responsibility, and economic reward model

and a simulation platform for collaborative decision-making, evaluation and predictability.

2. Develop procurement guidelines / methods / policies to value design, expand opportunities, lead innovation and increase

capacity in the creative industries. Qualifications-based selection criteria would consider success in achieving economic,

environmental and social performance-based outcomes as well as success in creating productive collaborations.

3. Identify and commit to a diverse and relevant set of demonstration projects through which the future can be experienced

and imagined. Exemplars should advance understanding of design-led processes and test performance measures.

FRAMEWORK

Leverage early contribution of

expertise and knowledge from all

stakeholders to maximise long-term

value of project outcomes. Leverage

collaboratively defined values and

vision, common goals and objectives

and measures of success to

appropriately define project cost,

performance, quality, schedule and

scope. Leverage design communica-

tion to create clear, concise, innovative

and transparent processes with

relationships based on mutual benefit,

respect and trust in a shared culture

of responsibility, risk and reward.

COLLECTIVE ACTIONAgencies and Tiers of Government / Industry and Professional Associations

/ Academic and Research Institutions, VET Providers

3. INTEGRATED DESIGN STRATEGIES FOR COMMUNITIES, CITIES, REGIONS

RECOMMENDATIONS98

FOUNDATION

Integrated design is a collaborative,

consultative, multi-disciplinary

decision-making process to lead

collective action which values all

stakeholders’ expertise and needs

including agencies and tiers of federal,

state and local government, the built

environment industries, professional

associations, academic and research

institutions, and clients, the public

and users.

GOVERNMENT

FEDERAL

STATE

LOCAL

BUILT ENVIRONMENT INDUSTRY

INDUSTRY AND PROFESSIONAL ASSOCIATIONS

PEAK BODIES

ADVOCACYGROUPS

ARCHITECTS LANDSCAPEARCHITECTS

URBANDESIGNERS

LIGHTING DESIGNERS

INDUSTRIALDESIGNERS

INTERIOR DESIGNERS

ALLIED ARTISTS

EXHIBITION / EXPERIENCE DESIGNERS

COMMUNICATION /INTERACTION DESIGNERS

CONSTRUCTIONCONTRACTORS

ENGINEERS EXPERTS AND CONSULTANTS

PLANNERS DEVELOPERS

CLIENTS / OWNERSPUBLIC / SOCIETYUSERS / OCCUPANTS

NATIONAL

FOREIGN / STATEUNIVERSITIES

STATE

ACADEMIC INSTITUTIONS,RESEARCH CENTRES, V.E.T. PROVIDERS

RESEARCH CENTRES

SERVICES

STAKEHOLDERS’ABILITY TO INFLUENCE OUTCOMES / PERFORMANCE

TIME

COST TO CHANGE

DE

FIN

ING

BR

IEF

ING

FIN

AN

CIN

G

PR

OC

UR

ING

DE

SIG

NIN

G

CO

NS

TR

UC

TIN

G

CO

MM

ISS

ION

ING

OP

ER

AT

ING

MA

INTA

ININ

G

CLEAR, CONCISE, OPEN, SHARED, TRANSPARENT, TRUSTING RELATIONSHIPS+ SHARED RESPONSIBILITIES, REWARDS, RISKS AND SHARED GOVERNANCE

VALUES / VISIONGOALS AND OBJECTIVES

DEFINE MEASURES OF SUCCESS

RECOMMENDATIONS 99

RECOMMENDATION 3

Establish comprehensive design-led visions, based on guiding principles applied across multi-tiered and multi-agency government bodies leading to the creation of Integrated Design Strategies (IDS) for Adelaide city, regions and communities including coastal, indigenous, middle suburbs, mining, remote and rural.

NAT

ION

AL

EXP

ERTS

DECS, DEH, DFC, DOH, DTED,

AD

MIN

ISTR

ATIO

N

GOVERNMENT ENGAGEMENT

CAPITAL CITY COMMITTEE

COMMUNITY INPUT

LOC

AL

EXP

ERTS

AC

C E

XEC

UTI

VE

PUBLIC

IDS

IDS L

EADER

SHIP TEAMIN

TEG

RAT

ED D

ESIG

N COMMMISSIONER

ACC,

DPC

, DPLG

, DTEI

PRO

JECT

DIR

ECTO

R, PR

OJECT MANAGER

FED

ERAL

GOV

ERNMEN

T (NOMINEE)

LOCA

L G

OVE

RNMEN

T (NOMINEE)

GO

VERN

MEN

T ARCHITECT

DE

SIG

N A

DVI

SER

S

LOCA

L IN

TEGR

ATIO

N A

ND

LIN

KAG

ES

PREMIER AND CABINETST

ATE

INTE

GR

ATIO

N A

ND

LINK

AGES

ELECTED MEMBERS

ADELAIDE CITY COUNCIL

COMMUNITY ENGAGEMENT

DPC, D

PLG, D

TEI

PRECINCT GROUPS

EDB, LMC, SATC, TACSI COMMUNITY ASSOCIATIONS

CONSULTAN

TS

INTEGRATED DESIGN COM

MIS

SIO

N S

A (

IDC

SA)

IDS DEVELOPM

EN

T T

EA

M

ACC (CITY DES

IGN

TEA

M),

DPLG (LINKS WITH

30-

YEA

R P

LAN

),

(BY I

NVIT

ATIO

N)

ADJO

ININ

G C

OU

NC

ILS, LG

A(C

HIE

F EX

ECU

TIVE

LEV

EL)

AND SU

STAI

NABILI

TY S

ECTO

R, C

ONSU

LTAN

TS A

ND

EXP

ERTS

,

EV

ENTS

ORG

ANIS

ATIO

NS,

PRO

FESS

ION

AL A

SSO

CIAT

ION

S,

PROF

ESSI

ONAL

INP

UT

BUSINES

S SE

CTOR

, BU

ILT E

NVI

RON

MEN

T R

ESEA

RCH

CULT

URAL

INST

ITUT

ION

S, D

ESIG

N P

ROFE

SSIO

NAL

S,

SERV

ICE

PROV

IDER

S, S

OCIA

L IN

CLU

SIO

N S

ECTO

RS

DEVE

LOPM

ENT

COM

MU

NIT

Y, E

DU

CATI

ON

SEC

TOR

AND

SCIE

NCE

ALLI

ANCE

, CLI

MAT

E CH

ANG

E

KAURNA

STRATEGIES

1. Learn and teach the value of collaboration through direct experience — bottom-up and top-down, from the inside and

outside. Support initiatives and models of collaboration that transcend boundaries and adopt integrated design thinking

and processes. Highly reward collaboration and consensus building across agencies and tiers of government.

2. Lead in the definition of performance-based project briefs that engender innovation, opportunity and highest quality

commitment. Briefs should recognise value chains within the system.

3. Define governance models led by design professionals and multidisciplinary consultants teams to maximise collaboration,

communication and consultation from expert Integrated Design Strategy panels and multidisciplinary local design

assistance teams for broad community engagement.

FRAMEWORK

An integrated strategy covers the

broadest spectrum of environmental

design, planning and development

from individual products to regions,

landscapes and cities. An integrated

strategy optimises the ecologies of use

and economies of scale to maximise

connectivity and communication to

serve the diverse needs of people. An

integrated strategy is based on the

interdependence of complex natural

and human-made systems. It

leverages resources effectively and to

achieve zero emissions, zero energy

use and zero waste.

GLOBAL ENVIRONMENTAL LEADERSHIP People and Services / Buildings and Infrastructure / Space and Transport

4. INTEGRATED DESIGN FOR CLIMATE CHANGE AND SUSTAINABILTY

RECOMMENDATIONS100

FOUNDATION

Integrated design considers total

environmental performance as the

interdependence of complex

ecosystems of people and services,

buildings and infrastructure, space

and transport to address the present

and future local and global challenges

of climate change, population growth

and resource depletion. Integrated

design embraces the cycles and

systems of energy, waste and water.

REG

ION

S, L

ANDSC

APES, CITIES

REHABILITATE, RENOVA

TE, R

ETR

OFI

T

PU

BLIC

SPACES, STREETSCAPES, BUILDINGS

COMMUNITIES, PRECINCTS, COR

RID

OR

S

SO

LA

RG

EO

TH

ER

MA

L

WAVE POWER

WIND POWERECOLOGIES OF USE

ECONOMIES OF SCALEINTEGRATION OF SYSTEMS

BUILDINGS +INFRASTRUCTURE

PEOPLE +SERVICES

SPACE +TRANSPORT

WASTEWATER

ENERGY

SOFTWAREHARDWARE

OP

ER

AT

ING

ECOLOGIES+

ECONOMIES

RECOMMENDATIONS 101

RECOMMENDATION 4

Through an integrated approach to design, policies and regulations, create opportunities to

establish global environmental leadership. Leverage SA’s leadership in climate change and

sustainability, and the State’s wealth of renewable energy resources, to develop adaptable,

flexible and resilient environments for individuals, businesses, communities and industries.

SO

CIA

L


GROWING PROSPERITY





GOVERNANCE

ENVIRONMENTALE

CO

NO

MIC

IDEAS + VALUES

SPACE + TRANSPORT

INFORMATION + KNOWLEDGE

ENERGY + WASTE + WATER

CAPITAL + MATERIALS

PEOPLE + SERVICES

SOUTH AUSTRALIA'S STRATEGIC PLAN

FLOWS

VISION

STRATEGIES

1. Establish comprehensive, comparative and reliable environmental data as a means to establish leading policies and

targets. Invest in renewable energy research, development and innovation to establish internationally recognised models

for environmental sustainability.

2. Establish a visionary Integrated Infrastructure Strategic Plan based on people and services, using the principles of

integrated design.

3. Develop learning tools to inspire civic responsibility and community up-take for sustainable living. Develop an

engagement strategy to demonstrate the benefits of climate challenge, choice and change with respect to carbon/energy,

transport, water and waste (see Adelaide CCCCC page 122).

FRAMEWORK

Integrated design practice leverages

the strengths of architecture,

engineering and construction to assist

clients with any facility-related need

and deliver services with a total

approach to a project ’s life cycle.

Integrated design practice relies on

the translation of concepts and

established principles through

simulation toward the development

of solutions and contiguous building

techniques.

COLLABORATIVE CONSTRUCTIONClients / Design Professionals and Consultants / Contractors

5. COLLABORATIVE CONSTRUCTION CAPACITY USING INTEGRATED PRACTICES

RECOMMENDATIONS102

FOUNDATION

Integrated design in practice is based

on a seamless relationship between

clients, design professionals /

consultants and contractors using new

delivery methods and new

technologies in building information

modelling (BIM), integrated project

delivery (IPD), and ecologically

sustainable design (ESD) to provide

a common operational base for the

built environment industry.

CONCEPTION

SIMULATIONDECISION

ARCH

ITECTUR

E

ENGINEERING

REDUCE conflicts, construction time, cost, errors, loss of information, omissions, wasteINCREASE communication, efficiency, innovation + opportunity, precision + productivity, predictability, prototyping

development of solution

establishment of principles

CON

STR

UCT

ION

fabr

icat

ing,

man

ufac

turin

g, a

ssem

blin

g

BIMESDIPD

BUILDINGINFORMATIONMODELLING

ECOLOGICALLYSUSTAINABLE

DESIGN

INTEGRATEDPROJECT DELIVERY

DESIGNPROFESSIONALS/

CONSULTANTS

CLIENTS

CONTRACTORS

RECOMMENDATIONS 103

RECOMMENDATION 5

Leverage South Australia’s reputation as an ideas incubator to develop leading models of

collaboration and delivery methods for the built environment industry. Support a knowledge

exchange network, integrated processes, use of leading technology and research to ensure

maximum value.

SUST

AINAB

ILITY

VALUE

PERFORMANCE

INTE

GRATI

ON

BUILT ENVIRONMENTCREATED, ADAPTED, USED

IN WAYS THAT AREECONOMICALLY

ENVIRONMENTALLYSOCIALLY

SUSTAINABLE

BUILT ENVIRONMENT INDUSTRY

ORGANISED IN WAYS THATENSURE MAXIMUM VALUE

IS CREATED AND EQUITABLY SHARED BY ALL STAKEHOLDERS

BUILT ENVIRONMENTKNOWLEDGE FRAMEWORKSUPPORTS CAPACITY TO

CLEARLY EXPRESSPERFORMANCE CRITERIA

BUILT ENVIRONMENT PROCESSES AND TECHNOLOGY

SUPPORT CAPACITY TO CREATE

INTEGRATED SOLUTIONS

MA

CR

OM

ICR

O

RESPONSESSUPPLY

NEEDSDEMANDS

ALLIANCING

STRATEGIES

1. Leverage the international and national experience and resources of large SA design practices (such as Arup, Hassell,

Woodhead and Woods Bagot) to define best practices in alliancing and project delivery methods.

2. Invest in state of the art technology and tools and support industry wide use of building information modelling, ecologically

sustainable design and infrastructure planning and design as a key part of the government procurement process. Lead with

demonstration projects.

3. Drive industry innovation through knowledge networks, to support collaborative evidence-based decision making that

strengthens knowledge generation (research), knowledge application (practice), and knowledge transfer (education).

ECO-INDUSTRY INNOVATION Business and Markets / Design and Technology / Engineering and Production

6. MANUFACTURED ASSEMBLIES FOR MASS CUSTOMISATION OF BUILDINGS

RECOMMENDATIONS104

FOUNDATION

Integrated environments, processes

and systems develop as seamless

relationships between usability in

design / technology, viability in

business / markets and feasibility

in engineering / production for

multi-cultural, multi-dimensional

and multi-generational applications.

FRAMEWORK

An integrated business model defines

new markets with higher quality and

greater efficiency. A collaborative

research core aims at pioneering,

prototyping and piloting innovative

methods for building which are

ecologically responsive. A collaborative

industry model employs spatial,

systems and component designers and

engineers to develop fabrication and

manufacturing processes using BIM.

DESIGN ENVIRONMENTSPROCESSES

SYSTEMS

PRODUCTIONMARKETS

TE

CH

NO

LO

GY

VIABILITYENGINEERINGBUSINESS

FEASIBILITY

USABILITY

DESIGNING, PROTOTYPING, TESTING

CRE

ATE

MAR

KET

OPP

OR

TUN

ITIE

S

M

ONIT

OR, R

EVIEW, FEEDBACK BASELINE ANALYSIS DESIG

N PR

INCIPLES, POLICY

HIG

HE

R B

UIL

D Q

UA

LIT

Y

FASTER CONSTRUCTION

TRADITIONAL ARCHITECT +‘CRAFT BASED’ BUILDER

MANUFACTURED ASSEMBLY

MODULAR ASSEMBLYSLAB HOUSING

‘TILT-UP’ BUILDINGS +‘TRANSPORTABLES’

PREFAB BUILDINGS

APPLICATIONS AND MARKETS LOCAL NATIONAL, GLOBAL

HOUSING FOR SPECIAL POPULATIONS ELDERLY, STUDENTHOUSING IN REMOTE COMMUNITIES DEFENCE, INDIGENOUS, MININGHOUSING AS LIVING SOLUTIONS LOW DENSITY, MEDIUM DENSITY, HIGH DENSITYHOUSING FOR SPECIAL ENVIRONMENTS COASTAL, DESERT, HERITAGESPECIAL USE EVENTS, FILM AND THEATRE INDUSTRY, FESTIVALSTEMPORARY STRUCTURES DISASTER RELIEF, DISPLAY / EXHIBITION, KIOSKS

RECOMMENDATIONS 105

RECOMMENDATION 6

Establish expertise in the design and manufacturing of ‘green’ assemblies for mass customisation of buildings. Transform non-viable manufacturing industries into eco-innovation industries of ‘kit of parts’ buildings and structures for diverse locations, populations and purposes in local, national and global markets.

DESIGNING, PROTOTYPING, TESTING

CRE

ATE

MAR

KET

OPP

OR

TUN

ITIE

S

M

ONIT

OR, R

EVIEW, FEEDBACK BASELINE ANALYSIS DESIG

N PR

INCIPLES, POLICY

SPATIA

L DES

IGN

S

YSTE

MS

DESIGN COMPONENT DESIGN COSTIN

G

DESIGN PROFESS

ION

ALS

EN

GINEE

RS

INDUSTRIAL DESIGNERS QUANTITY SU

RVE

YOR

S

M

ANU

FAC

TU

RE

ASSEMBLY

END USER

BUILDINGINFORMATIONMODELLING

DIGITAL FABRICATION

STRATEGIES

1. Leverage South Australia’s affordable housing history and innovation to define diverse and innovative living models

responsive to various environments. Establish a housing innovation research and development unit as collaboration

between government, the housing industry, professional practice and universities.

2. Investigate and develop a manufacturing assemblies industry. Create demonstration projects for sustainable development

at places such as Tonsley Park.

3. Position SA as a world class exporter in manufactured assemblies of the highest quality for multiple markets.

FRAMEWORK

Practice-based use-inspired research

collaborations between academia,

government, industry and professional

organisations will drive innovation

in the design, planning and

development process to maximise

economic, environmental and social

impacts. Practice-based use-inspired

research collaborations use hybrid

methodologies that integrate project-

based, practice-based and

professional-based approaches.

Practice-based use-inspired research

collaborations generate process,

project and public knowledge in

established research and emerging

research areas.

BUILT ENVIRONMENT RESEARCH Education / Practice / Research

7. PRACTICE-BASED BUILT ENVIRONMENT RESEARCH ALLIANCES

RECOMMENDATIONS106

FOUNDATION

Integrated design research is

practice-based and use-inspired to

address the complexity of global and

local challenges. Integrated design

develops meaningful connections

between education, practice and

research, built upon case-based

knowledge, evidence-based design

and performance-based outcomes

for the built environment.EDUCATION

PRACTICE

RESEARCH

EVIDENCE-BASED

PERFORMANCE-BASED

CASE-BASED

APPLIEDBASIC

US

E-I

NS

PIR

ED

public knowledge project knowledge

proc

ess

know

ledg

e

LOCALNATIONAL

INTERNATIONAL

BASIC (FUNDAMENTAL) RESEARCH

APPLIED RESEARCH

USE-INSPIRED RESEARCH

TECHNICAL research for design

SOCIAL research into design

DESIGN research through design

FORE-GROUNDING project-based

BACK-GROUNDING practice-based

COMBINED profession-based

HYBRID METHODOLOGIES

BEHAVIOURAL AND SOCIAL SCIENCES

BUILDING INFORMATION MODELLING

BUILDING PERFORMANCE

CARBON / ENERGY

CLIENT / USER NEEDS

COMMUNITY DEVELOPMENT

CULTURE OF PRACTICE

DIGITAL FABRICATION

HEALTH AND LIFESTYLE

INTEROPERABILITY

MATERIALS AND METHODS

PRODUCT DEVELOPMENT

PROJECT DELIVERY

SIMULATION AND VIRTUAL REALITY

SUSTAINABILITY

URBAN DEVELOPMENT

WASTE

WATER

ADAPTIVE REUSE

AFFORDABILITY AND LIVEABILITY

ARCHITECTURAL ROBOTICS

BIO-INSPIRED DESIGN / BIO-MIMICRY

BUILDING AUTOMATION PROCESSES

CLIMATE ADAPTION AND RESILIENCE

DATA-ENABLED TECHNOLOGY

DISASTER RELIEF

INTERACTIVE SKINS

FINANCIAL INNOVATION

GREEN CHEMISTRY

INDUSTRIAL ECOLOGY

OFF-SITE FABRICATION

PROCUREMENT

RENEWABLE ENERGY

SELF-ORGANISING SYSTEMS

SOCIAL SPACE

SPATIAL DATA TOOLS

TEMPORARY STRUCTURES

UNITISED CONSTRUCTION

URBAN ECOLOGY

WHOLE SYSTEMS DESIGN

WIND HARVESTING

MODES OF RESEARCH ESTABLISHED RESEARCH AREAS EMERGING RESEARCH AREAS

PROCESS KNOWLEDGE

PROJECT KNOWLEDGE

PUBLIC KNOWLEDGE

DOMAINS OF KNOWLEDGE

RECOMMENDATIONS 107

RECOMMENDATION 7

Establish built environment research alliances as collaborative, practice-based and use-inspired models. These should develop case-based knowledge, evidence-based design and performance-based outcomes for the built environment. Establish a requirement in government design, planning and development projects to undertake collaborative research.

MODELLING, VISUALISATION4D SIMULATION TECHNOLOGIES AND TOOLS

TOTAL QUALITY OF LIFE MEASURES EVIDENCE-BASED DESIGN CRITERIA

CARBON, ENERGY, ENVIRONMENTALTOTAL BUILDING PERFORMANCE

INTEGRATED INFRASTRUCTURE AND LAND USE INTEGRATED SPACE AND TRANSPORT MODELS

PROCUREMENT, COLLABORATIVE PRACTICESINTEGRATED PROJECT DELIVERY METHODS

OFF-SITE FABRICATION, UNITISED CONSTRUCTIONGREEN MANUFACTURING FOR BUILDING

RENEWABLE ENERGY SUPPLY WHOLE SYSTEMS APPLICATIONS AND MODELS

LIVING MODELS FOR DEMOGRAPHIC CHANGEENVIRONMENTAL DESIGN FOR HEALTH

CLIENT / SOCIETY / USER NEEDS — CONSULTATION / PARTICIPATORY DESIGN PROCESSES

COLLABORATORS SA RESEARCH TARGETS BUILT ENVIRONMENT OUTCOMES

CULTURAL IDENTITY AND VITALITY THROUGH DESIGN

HIGH QUALITY PUBLIC SPACES / PUBLIC LIFE

URBAN INTENSITY AND VIBRANT COMMUNITIES

CREATIVE CENTRES / CORRIDORS AS CONDUITS

HUMAN-CENTRED ENVIRONMENTS AND PLACES

HOUSING AFFORDABILITY, DIVERSITY, INNOVATION

ENVIRONMENTAL DESIGN FOR HEALTH

ACTIVATED AND CULTURALLY SIGNIFICANT PARKLANDS

HERITAGE AS LIVING HISTORY

CLIENTS, COMMUNITIES, PUBLIC

OWNERS, MANAGERS, USERS

ENGINEERS AND CONSULTANTS

SERVICE PROVIDERS

REGULATORS

ARCHITECTS, ARTISTSDESIGN PROFESSIONALS

PLANNERS AND DEVELOPERS

BUILDERS AND CONTRACTORS

EXPERTS AND SPECIALISTS

ENVIRONMENTAL SCIENTISTS

HUMAN / SOCIAL SCIENTISTS

STRATEGIES

1. Identify built environment research and an audit of current activity and capacity in SA. Strengthen leading and practice

relevant research areas with a balance between basic (long-term), applied (medium-term) and use-inspired (immediate-

term) research on design, social and technical levels. Develop a research road map for SA based on drivers, challenges

and opportunities.

2. Establish a built environment research alliance to act as the state’s built environment research peak body with a mandate

to facilitate the necessary collaborations and connections to drive intra-state and cross-border initiatives. Integrate this

built environment alliance with existing State Government frameworks, which aim to foster research alliances that are of

strategic importance for the state and for each of the recommendations of the residency.

3. Establish the necessary communication infrastructure and knowledge network to facilitate sharing of research and form

the basis for assessment of project success. Establish a requirement for post occupancy evaluations on all government

projects to form the basis for assessment and knowledge sharing.

FRAMEWORK

Integrated design is a method of

learning critical and strategic thinking

skills through observation and

understanding dif ferent systems which

are related in time and space. Design

education provides a context and

direct ‘learning by doing’ experience

by reading and understanding

landscapes. Emotional, physical and

intellectual learning takes place in the

context of laboratories, studios and

workshops to develop creativity and

foster cultural fluency.

DESIGN LITERACY Art / Design / Science

8. DESIGN EDUCATION AND LEARNING ENVIRONMENTS

RECOMMENDATIONS108

FOUNDATION

Integrated design is an exploratory

discipline, distinct and yet synergised

with both art as an expressive

discipline and science as an

explanatory discipline. Integrated

design is a holistic and unique

approach that combines emotional,

physical and intellectual experiences

and learning.

INTELLECTUAL

HEAD

EMOTIONAL

HEART

PHYSICAL

HAND

SCIENCEDESIGN

EXPLORING EXPRESSING EXPLAINING

ART

TIM

E

SPACE

BE

GIN

NIN

G

EM

PA

TH

ET

ICIN

TE

RP

RE

TIV

EIN

TU

ITIV

E

INT

ER

ME

DIA

TE

C

RIT

ICA

LD

IALE

CT

ICL

AT

ER

AL

AD

VA

NC

ED

S

TR

AT

EG

ICS

YN

TH

ET

ICS

YS

TE

MIC

ART

DESIGN EXPLORINGEXPRESSING

EXPLAINING

SCIENCE

EMOTIONALINTELLECTUAL

PHYSICAL

RECOMMENDATIONS 109

RECOMMENDATION 8

Establish design as a core discipline of study at all levels — from early childhood development to tertiary level education. Develop design literacy programs for the public through direct experience learning models. Strengthen continuing professional development and up-skilling programs for industry. Develop expertise-based, integrated design practice—academy models.

DESIGN CENTRE

OF EXCELLENCE

INTEGRATED DESIGN STUDIO COURSES, MASTER CLASSES

EXCHANGE UPSKILLING AND RE-TRAINING CERTIFICATION AND PROGRAMS

CONTINUING PROFESSIONAL DEVELOPMENT, EXECUTIVE EDUCATION

INTEGRATED DESIGN BUILD AND PRODUCT DEVELOPMENT AS DEMONSTRATION

EXPERTISE USE-INSPIRED BUILT ENVIRONMENT RESEARCH ALLIANCES

PRACTICE ACADEMIES

INTERACTIVE EXPERIENCE MAPS, EXPERT GUIDED STUDY TOURS

WEB-BASED RESOURCES WITH BLOG AND WIKI

CASE-EVIDENCE-PERFORMANCE BASED STUDIES OF BEST PRACTICES THROUGH MODELLINGEXPERIENCE

GOVERNMENT, INDUSTRY, VET

GOVERNMENT + UNIVERSITIES

GOVERNMENT + PROF ASSOCIATIO

NS

STEWARDSHIP

MENTORSHIP

LEADERSHIP

STRATEGIES

1. Establish an independent “Adelaide International Design Media Centre” modeled on the successful Australian Science

Media Centre Inc in South Australia, to deepen understanding of the value and values of design to society and future

prosperity.

2. Introduce design education in primary school education similar to the Montessori method, Reggio Emilia approach or the

Waldorf-Steiner educational system. Create a new category for the Premier’s Reading Challenge on the subjects of

architecture, art and design.

3. Produce web resources, direct experience design guides, maps and comprehensive case studies for the public. Develop

educational models fostering collaboration and interdisciplinary communication and an exchange of discipline related

knowledge and competencies, for industry and practice, from master classes and executive education to practice

academies.

FRAMEWORK

Integrated design engages all

stakeholders and end-users by

querying their patterns of perception,

needs and values, leading to greater

awareness and understanding of the

process and outcomes. Integrated

design is an enabling and proactive

approach to cultural development,

building from data and information, to

knowledge, research, education and

practice. At its core, integrated design

relies on direct experience and

professional expertise through various

stages of interaction.

CONSTRUCTIVE ENGAGEMENT Inform / Consult / Collaborate

9. CONSULTATION MODELS AND COMMUNICATION STRATEGIES

RECOMMENDATIONS110

FOUNDATION

Integrated design can act as an

effective and intelligent agent of

change by synthesising disparate

values, disciplines and goals which

could not be combined through

conventional narrow structures that

typify traditional organisations and

processes. Integrated design builds

awareness through informed debate,

reinforces understanding through

constructive engagement and

promotes action through consultation

with design professionals.

CULTURE

PRACTICE

EDUCATION

RESEARCH

KNOWLEDGE

INFORMATIONDATA

DIRECT EXPERIENCE

Participatory design charrettes

4D decision making simulation platform

Community consultation workshops

Laboratories with design experts

Field trips and study tours

Public debates and forumsAWARENESS

UNDERSTANDING

ABILITY

INTEGRATED DESIGN ADVISORY BOARDSINTEGRATED DESIGN STRATEGY PANELSINTEGRATED DESIGN ASSISTANCE TEAMS

COLLABORATEUNDERSTANDINGDESIGN ABILITY

AWARENESS

EXPOSEENGAGE

EM

PO

WE

R

two way active one way passive

INFORMCONSULT

RECOMMENDATIONS 111

RECOMMENDATION 9

As part of any integrated design program, build a comprehensive engagement framework,

consultation models and communications strategy using a wide variety of media aimed at

informing and empowering individuals, communities, industry and the public sector.

4D Decision Making Simulation

COLLABORATECONSULT INTERACTIVE

INFORM

EM

PO

WER

E

NG

AG

E EXP

OSE

FACE TO FACE

PRINT WEB / ELECTRONIC / TELECOMMUNICATIONS

Public Debates

Demonstrations

Field TripsStudy Tours

Focus Groups

Study Groups

Comm

unity Consultation

Workshops

Participatory Design

Charrettes

Interactive

Websites

Radio

Television

Touch Screens

Media FacadesSocial Networking

TextPublic H

otlines

Opinion Polls

Surveys

Social Networking

Image

ONE WAY PASSIVE ONE WAY PASSIVE TWO WAY ACTIVE

Publications

Media

Adve

rtis

ing

Mar

ketin

g

Civic Jo

urnalism

Envi

ronm

enta

l

Grap

hics

Inst

alla

tionsExh

ibiti

ons

Lectures

Public Hearings

Com

petit

ions

/

Chal

leng

es

Citiz

en J

urie

s

Expe

rt P

anel

s

Performances

Cultu

ral E

vent

s and

Fes

tivals

Foru

ms

Sympo

sia

Community

Advisory G

roups

Conferences

/

Congresse

s

STRATEGIES

1. Develop an engagement framework and communications strategies which are phased and appropriate to the available

levels of skill, capacity and scope of the problem. Map all forms of communication and media based on an assessment of cost, time and reach for dif ferent messages, populations and impact. Tailor campaigns to specific audiences. Ensure

feedback loops are in place at all levels and between all strategies as a way of building knowledge networks.

2. Build consultation models toward collaborative person-to-person participatory processes using design assistance teams

who provide advice and review of community-based and other projects.

3. Promote ans support interaction between the public and design professionals at every opportunity. Program design into

existing cultural events and festivals throughout the state.

market-driven supply (push) to human-centred needs (pull) homogeneous, hierarchical structures to diverse, lateral thinking models

linear, distinct methods to cyclical, iterative processesfirst cost based investment to mutual-benefit life-cycle value

accountability for quantity to responsibility for qualityindividual control and power to collaborative influence for the public

isolated, short-term political deals to consultative non-partisan decisionsexclusive, tactical and reactionary to inclusive, strategic and visionary

OBJECTS

SERVICES

SYSTEMS

STRATEGIES

DESIGN AS CULTURAL SHIFT

Styling

Journeys

Ecologies

Behaviours

policies

processes

performance

innovation

INtELLIGENCE INCENtIvE INvEstmENt

people place prosperity


CURRENT PARADIGM STRATEGIC DESIGN PARADIGM

ECONOMIC

ENVIRONMENTAL

SOCI0-CULTURAL

EC

ON

OM

IC

EN

VIR

ON

ME

NTA

L

SO

CIO

-CU

LTU

RA

L

partnerships for public good and public space


FUTURE DESIGN LEADERSHIP

GOVERNMENT

EUROPEAN / FEDERAL

PROVICIAL / REGIONAL / STATE

COMMUNITY / LOCAL / METROPOLITAN /MUNICIPAL

BUILT ENVIRONMENT ANDCREATIVE / CULTURAL / DEsIgN INDUsTRIEs BUSINESS + ENTERPRISE,

NON-PROFIT ORGANISATIONS, PROFESSIONAL ASSOCIATIONS

PEAK BODIES

ADVOCACYGROUPS

ARCHITECTS LANDSCAPEARCHITECTS

URBANDESIGNERS

LIGHTING DESIGNERS

INDUSTRIALDESIGNERS

INTERIOR DESIGNERS

ALLIED ARTISTS /GRAPHIC DESIGNERS /FASHION DESIGNERS

EXHIBITION / EXPERIENCE DESIGNERS

communication /intERaction DESiGnERS

CONSTRUCTIONCONTRACTORS

ENGINEERS EXPERTS AND CONSULTANTS

PLANNERS DEVELOPERS

CLIENTS / OWNErSPUBLIC / SOCIETYUSErS / OCCUPANTS

NATIONAL

INTERNATIONALUNIVERSITIES

STATE

ACADEMIC INSTITUTIONS, INNOVATIONUNITS, RESEARCH CENTRES

RESEARCH CENTRES /INNOVATION AGENCIES

SERVICES

SERVICE DESIGNERS

FUTURE MODELS OF COLLABORATIONS

Tools

AnimationsimulationVisualisation

Processes

IntuitiveInterpretiveIterative

Knowledgecase–based

evidence–basedPerformance–based

Modes 0f ThInKIng

criticaldialecticlateral

reAlMs

experiential spatial Temporal

chArAcTerIsTIcs

strategic synergistic systemic

wAys of worKIng

collaborative creative Integrative

goVernMenTAl

drives creativity and Innovationfosters collaboration and communication

Influences effective Policies

enVIronMenTAl

creates liveable and safe communitiescontrols carbon emissions, eliminates waste

leverages resources effectively

econoMIc

elevates levels of efficiencygenerates Prosperity, Integrates ProcessesIncreases Productivity

socIo-cUlTUrAl

enhances cultural Identity, expands opportunitiesImproves Quality of life, Provides securityPromotes diversity. equity, Inclusion

DESIGN EXPERTISE

impact

research +resOUrces

collaborators + staKEHolDErs

ASPIRATIONS +chAlleNgeS

VAlUesempathetic

ethicalhuman-centred

FUTURE IMPACT

BEAUTY / aesthetics authentic, beautiful, memorable illuminating, imaginative, inspirational convenient, efficient, intuitive

COMMODITY / function affordable, liveable, sustainable competitive, productive, profitable durable, reliable, safe

FIRMNESS / structure accessible, equitable, inclusive adaptable, flexible, transformational ecological, regenerative, resilient

ECOLOGIES OF USE ||||| ECONOMIES OF

SCAL

E ||

||| IN

TEGRATION OF SYSTEMS |||||

REGIONSLANDSCAPESCITIES

PUBLIC SPACES

STREETSCAPES

BUILDINGS

COM

MUN

ITIE

SPR

ECIN

CTS

CORR

IDOR

S

INTERIORSPRODUCTS

SERVICES

PROCESSES

ENVIRONMENTS

SYSTEMS

TECHNOLOGY

PRODUCTION

MARKETS

Business Viability

Engineering Feasability

Design Usability

FUTURE MEASURES AND DESIGN VALUE

1. LEADER / VISIONARY

2. INNOVATOR / STRATEGIST

3. INTEGRATOR /COLLABORATOR

4. GOV DESIGNCOMMISSIONER/ CHIEF DESIGN OFFICER (CFO)

5. CONSULTANT / ENTREPRENEUR

6. POLICY-MAKER /POLITICAL ADVISOR

7. EDUCATOR /PRACTICE - BASED RESEARCHER 8.

ACTIVIST /PUBLIC ENABLER

9. ADVOCATE. PROMOTER

FUTURE DESIGNERS’ ROLES

Laura Lee

Design

Transcript of Laura Lee