by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
GRC Professional : GRC Autumn 2013
23 and its purpose. There can be quite significant differences between organisations, so the manner of engagement and its purpose needs to reflect the culture and styles of communication, management and the project approach." The BDA's objectives are to create a precinct that will be studied for generations to come as a world benchmark, and which will be financially viable, maximising public returns and value to the people and businesses of Sydney. Mood of expansion Barangaroo is about "delivery of big gestures, about the alignment of incentives and the way the buildings relate to the lease of the ground, which in turn relate to the operating regime," say Ché Wall and Matthew Jessup. Through their integrated design management and green infrastructure firm, Flux, they won a pitch to lead the co-ordination of ambitious sustainability outcomes for the Barangaroo site. Jessup says, "We need to have a vision of what the future looks like and put in place mechanisms so that there is flexibility and adaptability to keep things updated or refreshed as new technologies and efficiencies emerge and evolve. Invariably technology is out of date by the time it is installed. "Issues involving governance and funding into the future need to be captured now to ensure that the environmental systems can be maintained and can improve over time," he says. Wall, co-founder of the Green Building Council of Australia, says the buildings are important but the most important legacy is the balance between public and cultural uses, commercial drivers and the achievement of high-reaching carbon neutral goals. ACI SAYS: "Future build" and "future proofing" are increasingly used buzz phrases in both architectural and technology circles, however this is exactly the kind of thinking that needs to be applied to the implementation of regulatory projects, where flexibility, sustainability and the impact of future growth and change are key considerations in a long term implementation plan. Stakeholder engagement is an absolute must, but if it is not possible to put together a team to support the project, keeping yourself in contact and informed by key players in the organisation is the next best step. Useful contacts for information so that you can build in some future proofing would include: • subject matter experts • staff involved in or informed about the strategic business planning • parts of risk management function who actively work on anticipating future risks and developing strategies for capitalising on or mitigating impacts • Those in IT and technology who understand the current and planned technology uses in the organisation • Contacts in government and with the regulators to be on top of proposed changes. •••
GRC Summer 2013