Bispebjerg Brief

Reinmuth, G; Balmforth, S; Blythe, R

Bispebjerg Brief

Reinmuth, G

Balmforth, S Blythe, R

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Publication Type:: Artefact
Citation:: 2011
Issue Date:: 2011-01-01

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	Reinmuth_2013007957_Bispebjerg Brief.pdf	Published version	4.11 MB	Adobe PDF	View/Open

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Field	Value	Language
dc.contributor.author	Reinmuth, G https://orcid.org/0000-0001-7234-0168	en_US
dc.contributor.author	Balmforth, S	en_US
dc.contributor.author	Blythe, R	en_US
dc.date.issued	2011-01-01	en_US
dc.identifier.citation	2011	en_US
dc.identifier.uri	http://hdl.handle.net/10453/32630
dc.title	Bispebjerg Brief	en_US
dc.type	Artefact
utslib.location.activity	Copenhagen, Denmark	en_US
utslib.for	1201 Architecture	en_US
dc.location.activity	Copenhagen, Denmark
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Architecture
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	closed_access
pubs.rights-statement	Bispebjerg Hospital in central Copenhagen planned a major $1bn redevelopment from 2010 and continuing over the subsequent 15 years. To ensure the development could sustain a clear and consistent path over this time, given multiple project managers and projects, TERROIR were called upon to develop a conceptual strategy that could bind all the elements of this incredibly large and complex project with a common ambition that would stand the test of time. The project saw the development by TERROIR of a strategy that was new to public project procurement in Denmark. A research phase uncovered key issues surrounding the project as may occur in many similar pre-design phases of a project. TERROIR’s approach was to go beyond an identification of issues and instead seek out “insights” regarding the development, insights that came from a deep investigation not only of multiple aspects of the project but of the synergies and conflicts between them. These insights formed a matrix of “seven points” that subsequently framed the masterplan brief, the assessment of proposals, and now the brief for each discrete building. In each case, the deep research undertaken informs how questions are posed and how design responses by multiple consultants are valued. The process developed by TERROIR is now understood as a best practice within Denmark and has been taken up on other major public projects. The client continues to develop separate parts of the project (buildings with varying functions procured separately in accordance with the masterplan) and each brief commences in and is centred on TERROIR’s “seven points” strategy.	en_US

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http://hdl.handle.net/10453/32630