I had an interesting chat the other day with Roger Nelson, the architect whose firm, NH Architecture, designed the Myer renovation and the QV building, among others. My interest was sparked by a seminar Roger is slated to give later this month at Furnitex, the annual furniture and interiors industry expo, on the relationship between retail design, investment and commercial outcomes.
The role of architects in delivering on the triumvirate of needs – client’s, user’s and the community’s – is something I’m interested in and have written about before e.g. Is architectural criticism critical? Our main topic of discussion was the Myer Bourke St redevelopment, but this is not a review ( I’ve only spent five minutes in the new building!). Rather, I want to mention a few points that arose in our discussion I found particularly interesting. One is about the complexities of this particular project, one is about formulating the role of the building and another is about the need for more sophisticated understanding when we talk about meeting (or not) budgets.
You probably couldn’t get a better example of a commercially driven project than the Myer city store. The key players are the investors – Colonial First State and its partners – and the Myer retail chain, who’ve signed a 30 year lease on the new building. The business imperatives are straightforward: the Colonial consortium is looking for a return on the risk it’s taken on and Myer has to get and keep retail customers.
This was never going to be an easy project. For starters, Myer wanted to continue trading on site, so construction had to proceed without significantly impeding the operation of the retail business. This was also in large part a renovation, with all the attendant difficulties that working with an existing building rather than in a ‘new build’ environment implies. Successive renovations over the years have clad over the top of earlier upgrades and face lifts.
Perhaps the most daunting task was the immense responsibility of protecting and revitalising a Melbourne institution. The Myer Bourke St store is as important and visible a part of Melbourne as the footy – well maybe not that important, but it’s up there. It figures in almost everyone’s personal history in some way. It’s just part of what Melbourne is. Melburnians take a proprietorial interest in what happens to it and heaven help anyone who threatens the millions of individual biographies that include the Myer Bourke St store and all those personal ideas about what it is and should be.
A crucial idea underpinning the project teams conception of the project is that Myer is more than a store. The team saw it as a continuation of the public realm – as a place where people would go for multiple reasons, not just to shop. This vision is consistent with the project’s commercial objectives and a key way of creating it was to extend the functions of the building – for example, by restoring the heritage-listed Mural Hall and managing it for events and meetings mostly unrelated to its retail role. Another was to put windows in the top floor so that rather than the traditional department store approach of enclosure, visitors could see out across Melbourne’s rooftop landscape – a touch of Paris. And unusually for this type of building, the escalator takes visitors to the perimeter of the building on the top floor.
Then there are the smaller-scale design, layout and retail management decisions aimed at creating an attractive and generous environment. The key organising principle is the atrium, which inclines and widens as it ascends in order to gather in northern light. It offers many vantage points – visual connections and orientations – as visitors proceed upward through the changing retail offers.
A key commercial issue is how the build went against the budget. Roger isn’t hesitant in conceding the project went over the initial budget, but as always there’s much more to this sort of issue than meets the eye. One of the key questions is: which budget? Initial or final? No one really knows at the outset what a project is ultimately going to cost, especially when it involves complex unknowns like the condition of an existing building. Initial budgets are framed without perfect information and often with excessive optimism. I think an illustrative case is Fed Square – we all know it went well ‘over budget’ but what isn’t ever mentioned is how new and expensive requirements were progressively imposed on the project by the client. Read the rest of this entry »
Giant US department store chain Wal-Mart has some interesting initatives to promote sustainability and public health that the likes of Coles, Woolworths and Bunnings should be taking note of.
My interest in Wal-Mart was piqued by a large number of hits The Melbourne Urbanist received last month from the US on a piece I wrote about the value of ‘food miles’. The hits were generated by an article published in The Huffington Post and the Harvard Business Review.
Written by Andrew Winston, the article looked at Wal-Mart’s efforts to green its supply chain and linked to the analysis of whether or not ‘local food’ is more sustainable that I posted here back in July.
Andrew Winston says there are three initiatives in particular that demonstrate Wal-Mart’s strategic focus on sustainability.
First, it’s doubling the quantity of locally sourced food on its shelves; second, it’s reducing the amount of saturated fat, sugar and salt in its house brand products; and third, its donating $2 million to 16 food banks to help them lower their energy costs (food banks are non profits that distribute surplus food to the hungry).
I doubt there’s any sustainability dividend from buying locally (the point of my earlier piece on ‘food miles’), but apparently Wal-Mart believes it will lower supply costs. It should also help the company create a friendlier image with local communities.
The second initiative is the key one. It could potentially provide a better public health outcome for customers as well as reduce the environmental impact associated with complex inputs like saturated fat and sugar. It should improve Wal-Mart’s standing on health and environmental issues and thereby give it a continuing commercial incentive to keep up the good work. Read the rest of this entry »