As well as being a registered architect, Andrew is a qualified project manager with a Diploma in Project Management and 12+ years experience. All of Andrew’s project management experience has been working with regional and remote indigenous organisations and communities. Andrew has worked on projects as small as installation of solar panels in 5 remote Central Australian communities ($125,000) and as large as a repairs and maintenance program involving 240 houses across western Queensland. Indij Design has a raft of project management tools available and can custom fit tools to the project requirements.
Thursday Island Hospital Helipad
In 2009 and 2010 Andrew (working for Arup) was the lead project manager for the new helipad at the Thursday Island Hospital. The project budget was $4.6M and was delivered for $3.9M. The District CEO at the time the project started was a Torres Strait Islander man and he took comfort that an indigenous person was in a key position on the project and said as much in a project steering meeting. During the project he moved to another organisation and the replacement CEO was a Torres Strait Islander woman who also took comfort that an indigenous person was working on the project.
The complexity surrounding the project included working with a multidisciplinary team that included an aviation consultant, engineers and architects plus government officers from Queensland Health and Project Services. The combination of the project team members being from 6 different organisations in four different cities, the remote location and an overseas helideck manufacturer proved to be challenging. From having one of the most unsafe helipads in Australia, the Thursday Island Hospital now has a best practice deck with enhanced fire safety features.
Western Queensland Repairs & Maintenance Program
In 2009, Andrew completed delivery of a $4.6M indigenous housing program. Assisting Indigenous Community Housing Organisations to improve their housing stock (and improve environmental health benefits within those houses), Andrew worked in Normanton, Burketown, Camooweal, Mount Isa, Cloncurry, Julia Creek, Dajarra, Boulia, Bedourie and Birdsville. The challenges of the project stemmed from working with 9 Indigenous Community Housing Organisations in 11 different towns, 240 houses ranging in condition from reasonable to very poor and 3 building contracts running simultaneously from Burketown in the Gulf to Birdsville in the deep south-west of Queensland. At all times Andrew had to work with the Indigenous Community Housing Organisations to co-ordinate site visits and manage expectations of what the program would deliver to their region.
National Aboriginal Health Strategy
Andrew has experience as a Program Manager for the National Aboriginal Health Strategy - Environmental Health Program being involved with projects across Cape York Peninsular and Gulf of Carpentaria. Andrew's role was to oversee the program and work with the Grantee Organisation and the project architects to deliver housing and infrastructure outcomes required under the Funding Agreement. The role was to monitor expenditure of the funds and assist the Funded Organisation in the selection of a suitable project manager/architect. The continuing role of the Program Manager was to facilitate meetings when project related issues arose. NAHS projects were generally $4M - $7M and ran for 4 or more years. Works related to housing and infrastructure and the priority was dictated by the Grantee Organisation (community council).
Office for Aboriginal & Torres Strait Islander Health (OATSIH) Capital Works Program
Whilst working for Arup from 2005 until his departure in 2011, Andrew was a program manager for the OATSIH Capital Works Program. The program provides funding to indigenous health organisations across Australia. Andrew was responsible for projects in North Queensland, Cape York Peninsula, Torres Straits, Western Queensland and the Gulf of Carpentaria.
The role involved assisting the indigenous health organisation to procure a suitable architect and managing funding issues including responsibility for the dollars spent under the funding agreement. Project work involved working with health organisations and government officers to achieve value for money on the program. Projects ranged in size from $1M to $5M and were generally for improvements to facilities and staff accommodation.