Establishing targets
Victoria University Design School mentor in consultation with Owen Nicholson amongst the workbenches
Having received a positive response to his presentation of "grand proposals", Matthew turned his attention to developing a practical managed scenario with long-term, medium-term and short-term goals.
Matthew debated the changes with the department team, who had input throughout the process. He then asked Technology consultant Cliff Harwood to review the environment with him and the school's property managers, which resulted in a refined proposal. Other Beacon Project facilitators were consulted for their advice and expertise. The College's maintenance team was consulted throughout to find out what was viable and within their remit, especially regarding the interim proposals.
The senior management team was involved with discussion about maximum class sizes and limitations regarding space in the new design areas, which led to a decision to cap class sizes. Student groups were surveyed concerning seating needs and design space, and the opinion of other subject staff was sought concerning their perception of classroom space. Projections of growth in Technology and Graphics were plotted and used in the planning.
"An analysis of the environment clearly showed sufficient space for modifications that would enable the creation of a design/research area without compromising workshop space. Machines had to be rationalised and some judgment made concerning what to keep and what to sell."
The end result was a proposed timeline for the upgrade:
|
Planned
|
Completed
|
|
| Short term projects |
|
|
| Provide flat surfaces in the workshops for students to work on |
2005
|
2005
|
| Build several portfolios of laminated exemplar material |
2005
|
2006
|
| Equip workshops with modelling facilities |
2005
|
2005
|
| Resolve leaking roof problems! |
2005
|
2007
|
| Develop Smartboard usage in Graphic area |
2005
|
2005
|
| Medium term targets |
|
|
| Create resource facilities in both workshops |
2007
|
2008
|
| Create display areas in both workshops |
2006-7
|
2007
|
| Extend display facilities in Graphic rooms |
2006-7
|
2006
|
| Purchase new machines/equipment e.g. sand blasting |
2007
|
2006
|
| Mount projectors in all rooms for use with laptops |
2007
|
2007
|
| Increase computer facilities in the department |
2007
|
2007
|
| Long term Objectives |
|
|
| Increase workshop areas from 2 to 4 |
2009-10
|
2009-13
|
| Develop 'pods' of specialist activity including laser cutters |
2010
|
2009
|
| Create an electronic /fabric area |
2010
|
2009
|
| Develop a Food Technology facility |
2010
|
–
|
| Fully rationalise machines - Sell old stock purchase new machines |
2010
|
2008-9
|
| Create design studios adjacent to workshops |
2010
|
2009
|
| Increase storage areas in the department |
2010
|
2007-13
|
| Develop a permanent display area for 3 dimensional work |
2010
|
2009
|
| Partition the heavy dust/noise producing machines off from workshops |
2010
|
2009-13
|
| Develop CAD/CAM facilities in both workshops |
2010
|
2009-13
|
"Having been successful in our bid to have the department restructured we had to weigh what would be practical and what could be put on hold. Some of the short-term measures were simply that, temporary solutions and stop-gap measures that met the immediate need, such as the drawing boards in the workshop. Others, like the roof, required extensive funding and planning and there were no quick fixes, instead buckets and bins would be strategically placed. Short- and medium-term targets had to be measured in the light of long-term planning. The key question was, 'Will we have to 'undo' anything?' – all interim changes had to be thought-through and be genuine steps towards the long-term changes, and be beneficial to all."
