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This Document Has Been Prepared to Assist with the Approval Process for the State Significant Development Application for Sydney

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This Document Has Been Prepared to Assist with the Approval Process for the State Significant Development Application for Sydney This document has been prepared to assist with the approval process for the State Significant Development Application for Sydney Theatre Company’s STC50 Project, located at Wharf 4/5 Walsh Bay. This architectural report describes the proposed works and coordination items to comprehensively refurbish STC’s tenancy, to maintain and enhance a world class theatre asset for the next 50 years and beyond. HASSELL © 2016 02 Context SYDNEY THEATRE COMPANY Sydney Theatre Company was founded in December ‘Sydney Theatre Company exists 1978, and has recently celebrated 30 years at The _Stakeholder Consultation Report February 2015 Wharf. The heritage significance of the Wharf and the (HASSELL) to provide first class theatrical adaptive reuse Sulman Award winning architectural _STC50 Masterplan Report February 2013 (HASSELL) entertainment for the people of design by Vivian Fraser are inherently linked to the identity of STC. _Walsh Bay Precinct CMP (Clive Lucas and Partners, Sydney... theatre that is grand, December 1998) When STC moved into the Wharf in 1984 it presented _Wharf 4/5 Walsh Bay Conservation Management vulgar, intelligent, challenging 6 plays a year across two venues: the Drama Theatre Plan (Graham Brooks and Associates, March 2007) and fun’ at Sydney Opera House and the Wharf 1 Theatre. It now sells over 260,000 seats each year, presents up [Masterplanning Reports] to 16 productions across 4 venues, and tours regionally and internationally. All of this theatre is _ Better Theatre Report (Charcoalblue) Richard Wherrett, 1980 made out of the same workshop and production _ Sydney Theatre Company STC50 Master plan facilities as it was 30 years ago, and which are now at Building Services Compliance the end of their life and no longer fit for purpose. (Arup, November 2015) _ Operations Risk Assessment - Renewal Project Pier The growth in production capability has been 4 Walsh Bay matched with growth in administration support (Core, November 2015) functions, including functions that didn’t exist in _ Sydney Theatre Company - Walsh Bay Wharf 4/5 1984 such as marketing, philanthropy and Fire Safety Strategy Report sponsorship. Administration offices that were (Stephen Grubits & Associates, 2015) designed for 16 people currently house 50 in the _ Sydney Theatre Co STC50 Project existing facility. (Hospitality Management Australia, November 2015) _ Sydney Theatre Company STC50 Master plan In addition, audience expectations have changed Accessibility Report considerably over the past 30 years and issues such (Morris Goding Accessibility Consulting, November as access and amenity must be addressed. 2015) _ Sydney Theatre Company - Walsh Bay BCA HASSELL was engaged to address these issues, Feasibility Assessment make spaces fit for purpose and enhance the visitor (Steve Watson and Partners, November 2015) and artistic experience for the next 50 years. In _ STC50 Walsh Bay Master plan Structural Design addition, the architectural and philosophic approach Report to heritage has been developed in close collaboration (TaylorThomsonWhitting November 2015) with Tasman Storey from Tropman and Tropman _ STC50 Heritage Report for Sydney Theatre Architects. Company (Tropman and Tropman Architects, November 2015) This Architectural Report builds on from the _ Walsh Bay Arts Precinct Vision (Arup) HASSELL Master Plan and has been developed on _ Walsh Bay Arts Precinct Heritage Impact ‘Trumpets and Raspberries’, 1980. advice from the STC50 specialist consultant team. It Assessment Directed by Richard Wherrett should be read in the context of the full SSDA (Design 5 Architects June 2014) submission including specialist consultants’ reports, _ STC50 Master plan Order of Cost Report and previous reports including: (MBM, December 2015). STC50 Architectural Design Report 02 Context PROJECT OVERVIEW Project Context Key Objectives: _Provide a single service plant location to maximise efficiency of service routes for maintenance. Sydney Theatre Company has secured a 45 year In February and June 2015, HASSELL and _Consider a ‘whole of Wharf’ solution for waste lease from Arts NSW, who lease Wharf 4/5 from Charcoalblue respectively undertook key stakeholder management. Roads and Maritime Services. consultation meetings to determine key objectives in _Consider a carbon neutral future for STC. order to ensure STC facilities can meet the This lease has enabled STC to plan confidently for requirements of STC’s operations and strategic goals. 3. Improve work spaces and enhance workplaces that the future and ensure it is in a strong position at its are safe and loved by staff and artists. 50th Birthday. This is the reason for the project title: Key objectives and how each has been addressed in STC50. the STC50 Project are as follows: _Provide clear and separated paths of travel for public, staff, performers, theatre material and food & 1. Create distinctive theatre of vision and scale and Project Vision beverage supplies. continue to help ensure a strong future for theatre in _Improve occupational health and safety including The STC50 Project must aspire to be a Sulman Award Australia manual handling, ventilation and extraction to the worthy, enduring piece of architecture that allows workshop, scenic and costumes/props making STC to deliver a world class theatre offering that _Co-locate Wharf 1 and Wharf 2 Theatres and spaces. enhances the visitor experience within the precinct. rehearsal spaces for efficient use of space, shared _Increase height of workshop roof to allow working services and acoustic treatment. Create two distinct on a set at full height. Design Intention modern performance spaces that are flexible in _Improve floor structure for fork lift traffic and safe seating configuration and use. STC will continue to match the aspirations of the movement of large material in workshop. _Co-locate two new rehearsal rooms of the same Walsh Bay Arts Precinct. The design process _Provide secure points of entry including a stage size and provide a column-free space with shared balances the heritage significance of the Wharf, the door. support spaces. vision for the Walsh Bay Arts Precinct and the _Locate Administration Mid Wharf and provide a _Improved rehearsal and production spaces functional requirements of STC. flexible working environment. including dressing rooms for artists. It is essential that all architectural, engineering and 4. Create an enhanced visitors’ experience with 2. Ensure a future for theatre and STC’s business construction work is of a quality that meets both the improved site access along The Wharf providing clear operations that considers enhanced revenue aspirations of the precinct and the high standards of entry points that offer a variety of experiences via generation and sustainable models with respect to the existing Vivian Fraser architecture, both in flexible spaces and opportunities for public operational, technological and environmental design, performance and sensitivity. engagement and the community. efficiency _Improve existing entry to establish stronger way _Logical planning and spatial sequencing to increase finding cues off Hickson Road. overall operational efficiency, work flow and reduce _An increase in the number of clear entry points to running costs. Mid Wharf and End of Wharf improving way finding _Increase saleable seating in theatres. and DDA accessibility. _Provide additional multi-function public space that _Increase number of public bathroom facilities at can be used for theatre related workshops, learning End of Wharf and provide new bathrooms to Mid activities, events or functions. Wharf. _Upgrade of technology infrastructure and the digital experience for staff and customers. HASSELL © 2016 02 Context WBAP COORDINATION Broader Precinct TENANT VOLUME BEYOND The STC50 project is being managed so as to align with the broader Walsh Bay Arts Precinct redevelopment. It is important for the objectives of each that the works are undertaken in a coordinated manner. TENANT INTERNAL VOLUME FROM: STC VOLUME HASSELL has undertaken coordination meetings with _ TOP OF EXISTING IRONBARK FLOOR the architects of the WBAP redevelopment, Tonkin _INTERNAL FACE OF HERITAGE FACADE Zulaikha Greer [TZG], and a Memorandum of _UNDERSIDE OF PURLINS Understanding has been written to define the scope of each State Significant Development Application. STC SSDA Scope The tenant volume is contained by: _The underside of the purlins _The internal face of the heritage facade _The top of the ironbark flooring _Modification to two heritage trusses in Workshop And excludes modifcations to the heritage columns WBAP SSDA Scope The WBAP scope includes all built elements outside of the tenant volume, including: _Stairs, lifts and gantries _Roof modifications _External balconies _Facade modifications _Lower shed _Wharf apron and piles In addition, the WBAP scope also includes modificaitons to the heritage columns within the tenant volume Peer Review BASE BUILD SCOPE INCLUDES: HASSELL and TZG have agreed to a coordinated peer _ALL BUILT ELEMENTS OUTSIDE OF TENANT VOLUME review process to ensure that the respective SSDAs _HERITAGE STRUCTURE WITHIN TENANT VOLUME _ROOF MODIFICATIONS complement each other and satisfy mutual project _EXTERNAL STAIRS, LIFTS + GANTRIES objectives. _EXTERNAL FABRIC _LOWER SHED WBAP SCOPE STC50 Architectural Design Report 03 Site Analysis HISTORY Walsh Bay History: The Walsh Bay Precinct was the result of an ambitious renewal Much of Walsh Bay (excluding Wharf The Walsh Bay Arts Precinct Master Plan project in 1909. The
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