Business Plan developed for the Broken Hill City Council for the development of their disused central power station

1. The University of Sydney
Architecture and Enterprise
Projects for the Broken Hill Film Studio
The Faculty of Architecture, Design
& Planning & the Business School

2. The publication of this book has been aided by
The University of Sydney
the University of Sydney: Architecture and Enterprise
Faculty of Architecture, Design and Planning, the Projects for the Broken Hill Film Studio
Business School and the Broken Hill City Council.
Copyright 2012 by the University of Sydney
The Faculty of Architecture, Design
& Planning & the Business School
All rights reserved, no part of this publication
may be reproduced, stored in a retrieval
system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written
permission.
All images and diagrams are the original works
of students.
Grpahic Design:
Lilian Tuohy Main
Editing Team:
Kevin Liu
Lilian Tuohy Main
Shuang Wu
With additional help from:
Michael Tawa
Richard Seymour
Megan Donnelley

3. WE WISH TO ACKNOWLEDGE THE TRADITIONAL CUSTODIANS OF THE LAND ON WHICH THIS
PROJECT TOOK PLACE, THE BARKINJI PEOPLE. WE ALSO WISH TO PAY RESPECT TO THE ELDERS
BOTH PAST AND PRESENT.
1.0 INTRODUCTION 7
2.0 BACKGROUND TO PROJECT 13
3.0 PROPOSAL ONE ART SPACE BROKEN HILL 23
4.0 PROPOSAL TWO MINERAL AND MINING CULTURAL CENTRE 35
5.0 PROPOSAL THREE FILM STUDIOS 49
6. 0 PROPOSAL FOUR FILM TOURISM 57
7.0 APPENDIX ACKNOWLEDGEMENTS 68

4. F R O M P R O F E S S O R M I C H A E L TAWA & D R R I C H A R D S E Y M O U R
This project was supported by the The University of Sydney's Strategic Teaching Enhancement students’ creativity and analyses. Our visit was enriched by the many generous locals we met, and
Projects, and involved faculty and students from The Faculty of Architecture, Design and Planning we are grateful for your contribution to the success of the unit of study. On reflection our two weeks
and The Innovation & Enterprise Program at the Business School. The project was first conceptualised in Broken Hill were too short, and so we look forward to deepening our involvement with ongoing
in 2010, when we met and worked together in Alice Springs. project work. We hope that our learning will continue to support your local visions for growth and
renewal.
We knew that there were a rich vein of potential projects that could be mined by combining our skills
in design and architecture with business and entrepreneurship. Michael was seeking to challenge Thanks go to the 22 architecture and business students who played the major part in the success of
his students to be actively engaged with community needs and opportunities. Similarly, Richard this project. You have exciting careers ahead of you, and we wish you all the best of luck in the future.
was seeking to challenge his students to be deeply embedded in the context of entrepreneurship, Special thanks also to the people who pulled this together, including Debra Jones & UDRH Broken
and expose them to the complexities and realities of new business development. We wanted to Hill, Andrea and Lydall Roberts & Broken Hill City Council, and Megan Donnelley & Remote and Rural
provide our cohorts the opportunity deliver practical and valuable contributions to communities and Enterprise. We also gratefully acknowledge the generous support from The University of Sydney’s
businesses (be they commercial or social enterprises). But above all, we were both keen to ensure our Strategic Teaching Enhancement Projects and the Broken Hill City Council. Finally, thank you Kevin
students were jointly engaged with problem-based learning, knowing it would provide a rich and Liu, Lilian Tuohy Main, and Shuang Wu from The Faculty of Architecture, Design and Planning for your
safe environment in which our students could develop their functional knowledge (such as design, work to document the project outcomes.
finance and marketing), social skills (including communication and negotiation) as well as their
personal attributes and dispositions (such as social awareness, curiosity, passion for excellence etc.). We look forward to our next collaboration.
This collaborative project delivered the opportunity to do all of the above. More importantly, it also Professor Michael Tawa, Lecturer in Architecture: History and Theory
provided a wonderful opportunity for us to learn together. In essence, it allowed us to combine the Dr Richard Seymour, Program Director Innovation & Enterprise,
entrepreneurial understandings of exchange with the architectural understandings of space. Our The University of Sydney Business School
students were required to better understand the architectural approaches to design and development,
as well as the entrepreneurial approaches to business development. They also witnessed how these
approaches must combine if we are to realise change.
Having teams of architecture and business students working together was not without its challenges.
Fortunately these problems were minor, perhaps because there was so little opportunity for ‘group-
think’ and so much demand to share the different ‘ways of seeing’ the problem before us. We all
benefitted from the tensions between expansive thinking and practical constraints.
Though we were working to tight deadlines and were limited by available resources, we consider the
four design master plans and four business plans delivered to our client (The Broken Hill City Council)
to be of high quality. From this short publication we hope that you will enjoy exploring some of the
Students gather around for a group photo outside the Civic Centre, July 2012

5. A P E R S P E C T I V E F R O M B R O K E N H I L L C I T Y CO U N C I L
The mission for the students was to deliver sustainable and integrated business and architectural
plans for Broken Hill Studios; a captivating 2.5 hectare precinct set to become an economic and
creative hub, pivotal to the future of Broken Hill.
Building on existing plans and data the students took care of the vision that this community has
defined for the site. They heard the local stories and delivered outcomes that were entrepreneurial,
enterprising and innovative. Outcomes anchored in our core brand values to be awe-inspiring,
humanistic, open, original and fearless.
Importantly, their fresh and creative vision resonated with this precinct, which speaks of unlimited
potential and is so physically defined by its historic infrastructure set against the Line of Lode.
This ambitious project is the first tangible realisation of the Memorandum of Understanding signed
between Broken Hill City Council and the University of Sydney.
The project outcomes will continue to be of value as we attract increasing interest in the site.
Andrea Roberts
Manager Economic Development
Broken Hill City Council [BHCC]

6. RARE REFLECTIONS ON BROKEN HILL
The Remote and Rural Enterprise (RARE) Program facilitates two-way learning experiences for
postgraduate students at The University of Sydney. It aims to support entrepreneurship teaching
and learning in a way that also benefits remote and rural enterprises and their communities.
Entrepreneurship is a powerful vehicle for generating change and value (whether that be pecuniary,
social, cultural or environmental). It is empowering, for both students and communities, and has the
potential to address many of the challenges in remote and rural Australia.
Entrepreneurial learning does, however, require additional support and collaboration, and cannot be
learnt through traditional classroom methods of teaching. Since 2011, RARE has facilitated scores of
visits to allow students to experience first-hand the challenges and opportunities facing remote and
rural Australia, and to ensure they can contribute to the sustainable development of local enterprise
initiatives. RARE and her supporters provide the additional resources, know-how and structures to
ensure student engagements are valued by remote and rural enterprises.
This multidisciplinary cohort was RARE’s largest engagement (our typical engagement sees teams
of two students working with local enterprises). As such, it posed many challenges for both students
and the Broken Hill community. We embraced this as a fantastic learning opportunity for the Program,
gaining experience and insights into the coordination, planning, and support required by a larger
multidisciplinary cohort. The overall success of the engagement was ensured by the high calibre of
the students selected, the experience in community-engaged teaching held by Prof Tawa and Dr
Seymour, and the vision, flexibility and support offered by the Broken Hill City Council.
I would like to thank everyone who made this project a success, and hope that this will be the first
of many ‘large scale’ cross-disciplinary projects. I am pleased that RARE could play its part in this
communities of learning, and look forward to our ongoing engagements with enterprises and
communities in the region, and with multiple faculties across the university.
Megan Donnelley
Remote and Rural Enterprise Program Coordinator
USYD Business School

7. B A C K G R O U N D TO P R O J E C T
The Broken Hill Film Studio project was set up in 2012 between the Broken Hill City Council, the
Faculty of Architecture, Design and Planning and the Business School of The University of Sydney. It
forms part of a wider institutional engagement in the region by The University - in particular through
the work of The Broken Hill University Department of Rural Health; but now extending by way of a
recently signed Memorandum of Understanding between the University and Broken Hill City Council
to develop engagement and research projects of mutual benefit. The project was supported by the
The University of Sydney's Strategic Teaching Enhancement Projects.
The aim of the project was to explore design options and feasibility studies for adaptively reusing
the obsolete Line of Lode power station and site in south Broken Hill. The intention was to reuse the
site, but also to generate new business activity on that site. For the Faculty of Architecture, Design
and Planning and the Business School, the project offered an opportunity to establish a new, cross-
disciplinary educational setting for community engaged, real-world, problem-based learning that is
rare in mainstream architectural and business education. These two objectives – pedagogical and
professional – provided the framework for the project, whose key objective was to investigate ways
of building financial, vocational and regional capacity through the proposed Broken Hill Film Studio.
Architecture and Business students were organized into collaborative groups of four to undertake the
project. After two short orientation sessions at in Sydney, students spent ten days in the Silver City and
worked intensively to investigate, test and make propositions based on the Council’s brief. Several
consultations with individual and groups enabled students to appreciate in detail the design, site,
social, vocational, touristic and economic contexts for the project. Students mapped and surveyed
the site and buildings, spoke to local educators, artists and indigenous representatives and visited
numerous key tourist sites and museums.
Students developed and collectively applied their disciplinary skills in architecture and business to
address the brief. Each group prepared an architectural design master plan for the site and a business
plan for one of the four key components of the Broken Hill Film Museum: a film studio, an outback film
museum, a minerals museum and an educational and artists in residence facility. Four themes guided
the work: sustainability, education, arts, and indigenous culture. Students presented their interim and
final projects directly to the Broken Hill City Council and a panel of industry experts, receiving direct
feedback. This book is a record of the four master plans and business plans produced by the students.

8. B A C K G R O U N D TO P R O J E C T ( CO N T. ) B A C K G R O U N D TO B R O K E N H I L L
We trust that the designs documented provide Broken Hill City Council with tangible visualisations
and projections of what the site could look; how it might be organized; how it might function; how it
might reach out into the community and create an inclusive facility for all; and how it might contribute
to capacity building across the region. Though the business plans associated with the film studio, art
space, mineral and mining museum and film tourism are not presented in detail, we are confident
that the work delivered to the Broken Hill City Council can be shared with future enterprises to create
significant value for those businesses and the community.
We hope this project will capitalise on the rich history and landscape of Broken Hill, and look forward
to developing the ideas presented in this manuscript.
Broken Hill is a remote mining town on the border of New South Wales and South Australia;
approximately six hours drive from Adelaide and 14 hours from Sydney. The first mine, Broken Hill
Proprietary (now known as BHP Billiton) was established in Broken Hill in 1885 and helped catapult
the region to the forefront of the mining industry. During the 1950s, the Broken Hill mining industry
employed 6500 people and contributed to significant wealth of its residents. It is this very heritage
that has made the town famous for being the birthplace of the Australian mining industry.
Broken Hill now boasts a population of approximately 20,000, 35% of which are over 55 years of
age. This ageing population has given Broken Hill its reputation of a retirement town, where 40%
of the population receives government benefits including pension, newstart allowance, parenting
payments and youth allowances.
The dilapidated power station on Broken Hill’s south side presents a unique opportunity to transform
the town into an extraordinary cultural and educational precinct for both tourists and locals.
Approximately 12,390m2 in area, the enormous site is only 1.5kms from the city centre and is adjacent
to the historic Line of Lode.
The location of Broken Hill in presents a few geographical issues for the site and the council. The
logistics of materials and access to specialised labour to such a remote destination is restricted. At
the same time, Broken Hill's isolation contributes to its identity and makes it unique in an increasingly
globalised society.

9. AN OVERVIEW OF THE SITE
The location of Broken Hill presents numerous challenges for the design and entrepreneurial
objectives of the project. Some of these challenges include:
Remoteness
1200km to Sydney, 510km to Adelaide and 849km to Melbourne. The distance and central locality of
Figure 1: Site Access
Broken Hill to key urban centres raises numerous considerations:
+ Centrally located, meaning Broken Hill can function as a ‘hub’ between various
states and cities.
+ Broken Hill’s isolation is a major component of what makes it unique. In an
increasingly globalized society, maintaining uniqueness is increasingly a priority.
+ The supply of materials to the site is more expensive.
+ Access to specialised labour and construction services is limited and must compete
with local mining operations.
The Landscape of Outback Australia
+ The harsh climate of the landscape will affect the durability of building materials.
Figure 2: Sun Analysis
+ This should be taken into consideration when making choices about the materials
to be used throughout the project.
+ The dramatic light conditions of Broken Hill should be utilised in the organisation
and orientation of existing spaces and architectural interventions.
+ Access to water is another consideration. Implementing appropriate landscaping
and conserving and storing water directly on site should be made priority. The
implementation of sustainable water conservation strategies should occur early on
in site development.
Figure 3: WInd Analysis

10. A CITY DIVIDED
Within the context of Broken Hill there is a distinct disconnection between the Northern and Southern
sides of the city. This divide may be attributed to:
1. Geographical Divide
The Line of Lode creates a topographic divide between the two sides of the city. This also disconnects
the site visually.
1
2. Cultural Imbalance
The majority of cultural organisations (museums, art galleries, cafes etc.) are located on the Northern
side of the city.
3. Insufficient Transport Linkages
- Buses: Buses travel to the Southern side infrequently and along a single route. (This route does not
pass or stop anywhere near the CPS site.)
- Pedestrian: Distances between relevant parts of the city are too far to cover by foot.
- Vehicle: There are only singular roads coming around to the Southern side
4. Tourism Imbalance
All tourist facilities are located on the Northern side of the city. Currently there is no primary attraction
to bring tourists to the Southern side of Broken Hill.
5. Health Concerns
Prevailing Southerly winds mean the Southern side of the city is more directly affected by the
ff
pollution generated from the operating mine. 2
CPS SITE 2 BROKEN HILL
2 ART EXCHANGE
BROKEN HILL
L
1 REGIONAL ART
AR
AR PRIVATE ART
1 GALLERY MUSEUMS GALLERIES
N

12. A R T S PA C E B R O K E N H I L L
Art Space Broken Hill focuses specifically on the use of the buildings on the site as the new campus
for ART SPACE: Broken Hill, The Broken Hill Film Studios and the Broken Hill Museum of Heritage. The
project takes inspiration from a number of international art and cultural precincts which have been
instrumental in transforming the cities and communities they have been a part of.
This summary outlines the process in which this master plan was developed. The project goals were
informed by meetings with people actively involved in the art community of Broken Hill, people
engaged in education at the local schools, the staff at the Broken Hill Regional Art Gallery and finally
those who operate the private galleries that are so characteristic of the Broken Hill Art Community.
An important part of the research process involved the study of numerous international art
communities, which provided examples of where art and cultural precincts have had a positive
impact on the local community around it. This has some bearing on the architectural response of the
master plan as they provided clues and precedents which were then used to help define a brief that
would later be developed on in the master plan.
Following on from that was an analysis of the unique urban character of the site and places the project
in the context of Broken Hill in terms of social, economical and architectural issues. Due to the rural
and distant nature of the site, these were important in developing an appropriate response.
The three prevailing themes of the project can be summarised as thus: concentration of spaces,
programmatic flexibility, and sensitivity as a response to heritage.
The proposal is broken up into three precincts which are then each broken up into 3 construction
stages.
THE ART PRECINCT TEAM
Architecture Students: Yuliya Chistyakova, Kevin Liu, Lilian Tuohy Main
Business Students: Tom Tramby, George Hokhlov
Fig 1. Rendered impression of internal art space.
Station A as an artists incubator.

13. DEFINING A BRIEF FOR THE CPS
Broken Hill City Council’s overarching objectives are clearly stated in their call for expressions of
interest in the Broken Hill Film Studios and other investment related opportunities.
“BHCC’s overarching objective is to utilise the Broken Hill Studios in an economically and socially
productive manner. This will be done by attracting appropriate interest and investment in the further
development, management and operations of the precinct.”
BHCC Expressions of Interest Document
ARCHITECTURAL OBJECTIVES
Foster local, national and international talent while utilising Broken Hill’s unique desert,
mining and rural character.
Provide a physical location for the collaboration of different disciplines of creative practice.
With the inclusion of an on site art library and Indigenous archive, we aim to promote
education and research in the arts with an emphasis on conserving and preserving Broken
Hill's natural and cultural heritage.
BUSINESS OBJECTIVES
Continue the redevelopment and rejuvenation of the Broken Hill Studios and precinct site.
Provide economic and wider follow-on social benefits to Broken Hill, its community and
the wider region.
Be integrated and coordinated with broader efforts and related opportunities to continue
to promote Broken Hill as a thriving tourist and cultural destination, drawing on the area’s
unique heritage and environment.

14. A R T S S PA C E B R O K E N H I L L
MH PRECINCT 3
BH Broken Hill
Museum of Heritage
FS
BH PRECINCT 2
T
Broken Hill Film Studio
AS
BH PRECINCT 1
Art Space Broken Hill

15. F I N D I N G F E A S I B L E S T R AT E G I E S
Our business plan explores the commercial feasibility of the proposed Broken Hill Art Space (BHAS) as
a development within the Broken Hill Central Power Station (CPS) Site. Broken Hill is a highly cultured
town with a wide variety of artistic opportunities and unique landscapes.
The art scene in Broken Hill is healthy, with the town boasting more galleries than pubs. Broken Hill
has a rich art making history with strong links with prominent Australian artists such as Pro Hart, Julie
Hart, Howard Steer and the members of the Brushmen of the Bush. Broken Hill also has an existing art
exchange program and the region also boasts several existing art retreat programs through initiatives
with UNSW at Fowlers Gap.
The rationale behind the facilities at the proposed BHAS is the generation of an environment where
everything that is needed can be conveniently located on site. The key value proposition is that
of convenience, so the artists are able to concentrate on their work. The vision is to combine rural
getaway accommodation with art education workshops to create a unique space where artists can
live, relax, work and finally exhibit their works. The main market segment for the proposition is made
up of students.
We have also proposed a scheme of governance to account for the management of the precinct's
facilities and activities. A scheme of governance is highly important in making sure such a complex
precinct runs well and is sufficiently financed.
ARCHITECTURE

16. TRUST/BHAM
BHAS MUSEUM OF
FILM STUDIO
HERITAGE
Fig 1: Site Governance Structure (BHAS= Broken Hill Art Space)
DIRECTOR
STRATEGIC ADVISORY
MARKETING CURATOR
PROGRAM BODY
PUBLIC ARTIST EDUATION &
PROGRAMS PROGRAMS OUTREACH
2 WEEK
EXHIBITION RESIDENCY COURSE
HALL
DAILY
SITE ACADEMY COURSES
TOURS
PUBLIC ARTS INDIGENOUS
PROGRAM STUDIES
Fig 2: BHAS Governance Structure & Programs

17. SMALL APPROACHES / BIG IDEAS
Typical 6 bed student dorm
Each bay in the annex will be
converted to 6 bed dorms for
CONCENTRATED SPACES
student accommodation. The A SUSTAINABLE APPROACH TO THE CPS SITE
existing Concrete rooms which
previously housed cooled air will
be converted into a bathroom and
provide shower and toilet facilities
to each bay. It is evident that resources, both economic and environmental are limited. By 'concentrating’ spatial
elements, internally and externally, the site can be developed and function in a sustainable manner.
The existing steel ladders will
be retained for access to the
concrete roof above for additional
workspaces. Strategies of Concentration include:
A short verandah with stair access
to the gardens in front is also 1. Concentrated Landscaping:
provided.
Remediation of the heavily polluted site will be a costly and time consuming procedure, therefore
External blinds are used during this requires a targeted architectural response. If emphasis is placed on smaller areas that are then
the summer months to reduce
solar heat gain during the day. developed to a higher quality, the overwhelming task of total site remediation is diminished. The
Otherwise during winter, the
expanse of glass provides warmth Inujima Art Project in Japan provides an example of how remediation has been achieved through
and sunlight during the colder architectural intervention. By restricting the amount of land dedicated to landscaping and using only
months.
native, arid-landscape appropriate vegetation, water can also be conserved.
2. Limiting the number of new architectural interventions:
Rather than designing new elements for the site, the strategy is to ‘work into’ the existing buildings.
This saves both on material and construction costs while also preserving the strong character of the
site.
3. Incorporating internal ‘hubs’ in the internal spaces of buildings:
The site's overwhelming scale places its vitality at risk. If activity is distributed throughout the entire
Typical artist studio / residence
site, the energetic atmosphere of spaces would be threatened. For this reason internal ‘hubs’ have
The remaining 4 bays will then
be converted into self sustaining
been designed to concentrate people and activity in smaller spaces that function at a more human
artists residences. Studio scale.
accommodation is provided within
the concrete rooms.
Workspaces in the basement are
also included for artists to use
during the day or at night.

18. V E H I C L E A N D A CC E S S S T R AT E G I E S
ACCOMMODATION PARKING
HEAVY GOODS ACCESS
> Drop off area for coaches
and buses for large groups.
> A route for heavy trucks is provided that runs along the
Additional turning circle for
rear of Station A, B & C. This allows heavy machinery, sets,
large vehicles to turn out of
exhibitions and artworks to be moved around and shared > To Fowlers Gap
the site.
between the three precincts. This access way can be shut
down when required for privacy. ADDITIONAL PARKING
> Additional parking would be
added to the site during later
stages to provide additional
Gate to Film Studio capacity during festival and
other public events.
> Gate to the film studio precinct.
Allows the precinct to be shut down
to cars and pedestrians during
productions.
> Access to Rockwell Street
< To the Airport, > To Sydney,
Broken Hill North Menindee Lakes
N.B Numbers
indicate
Vehicle
Capacity

19. Architectural rendered impression of the Annex
Building

20. MINERALS AND MINING MUSEUM
The Broken Hill Minerals and Mining Museum project aims to transform the old Central Power Station
and surrounding precinct into more than just a dilapidated shell of a structure, but rather, into a living,
breathing, public, working institution of film, history, technology, education and entertainment – the
only one of its type in Australia.
It is envisaged that the derelict site could eventually be integrated into and play an active role in the
community. Transforming Broken Hills Central Power Station will be a catalyst for engaging with local
audiences on a much deeper level, and aims to broaden its tourist market by creating a destination
that people want to visit. This plan also recognises the importance of building strong links with the
local community, and developing the educational capacity of the community, as well as making links
to the indigenous community, and bolstering the idea of a two way learning stream.
This development provides an alternative economic driver within the city, and eventually aims to
replace the mining economic dominance, once resources are depleted. The Broken Hill cultural
precinct intends to become a place for a vibrant community to develop and evolve. To become
an artistic centre and destination for Regional Australia. A place of innovation, inspiration and
regeneration.
Four key aspects are woven into the scheme; Indigenous, Art, Education and Sustainability. And
through our design, we have attempted to develop spaces and strategies aimed to promote an
inclusive and interwoven community between all facets.
The Central Power Station is located on the southern side of the Line of Lode. The mullock heap
dissects Broken Hill, leaving the southern side dislocated from the town centre. As a
result this area is neglected. We see the potential of this site to become a new hub of cultural activity,
and bring new life to the south Broken Hill precinct.
THE MINERALS AND MINING TEAM
Architecture Students: Matthew Gardner, Stephanie Gotis-Graham
Business: Brittany Ann Roper, Elisa Chan, Tony Huang

21. DEFINING A BRIEF FOR THE CPS
ARCHITECTURAL OBJECTIVES
Foster local, national and international talent while utilising Broken Hill’s unique desert,
mining and rural character.
Provide a physical location for the collaboration of different disciplines of creative practice.
Promote forward thinking education and research in the arts through the conservation and
preservation of Broken Hill’s natural and cultural heritage through the inclusion of an on-site
library and archive.
BUSINESS OBJECTIVES
To be recognised as a leading rural museum where locals, tourists, educators and students can
experience the history of Broken Hill’s minerals and mining industry and incorporate the following
values:
Engagement: We aim to foster long-term, two way communication and engagement with
local residents, tourists, students and strategic partners.
Discovery: We encourage a sense of discovery and inspire inquisitive, creative minds.
Community: We strive to enrich the vibrant community in which we operate.
Sustainability: We seek to be sustainable in several aspects of the word: environmentally,
socially, culturally and financially.

22. MINERAL & MINING MUSEUM soft landscaping
“artist playground”
film studio
artists
workshop
film residence education facilities artists studio
private parking film museum truck route
studio
for employers
outdoor
garden
internal rock
climbing wall
mining museum gift shop
exposed foundation retail precinct extended public proposed residential existing residential
of building A cafe - restaurant landscaped area
works as a
45 angled
thoroughfare
street parking

23. BUSINESS MODEL OVERVIEW
The Broken Hill Mining Association (BHMA) is a nonprofit organisation, which aims to communicate
and preserve Broken Hill’s unique mining heritage through a dynamic, interactive and entertaining
environment. The Broken Hill Mining Experience (BHME), run under the BHMA will act as a hub where
visitors will have the opportunity to discover more about Broken Hills unique mining history.
PROMOTION AND MARKETING
The promotion and marketing of the BHME is crucial for its success due to its remote location. This
can be done in a number of ways including the standard print, online, radio and television. However,
the BHME should first focus on creating an experience that will self promote through word of mouth.
The business should leverage off its business network and partnerships and ensure there are strong,
healthy relationships to support any promotional efforts.
Our recommendation is that the BHME be run under a non-profit entity, the Broken Hill Mining
Association (BHMA). The NSW Government defines non-profits as those organisations that do not
operate for the profit or gain of individual members; rather they operate to reinvest any revenue
back into the organisation. While the BHME will exist under a non-profit status, it should seek to self-
generate 95% of its revenues, while the remaining 5% of required funds should be generated from
government grants, corporate sponsorships and donations.
MINERAL & MINING MUSEUM

24. OBJECTIVES:
(See Table 1)
1. Support Broken Hill Tourism and re-branding.
2. Communicate the social, cultural and economic
history of Broken Hill as it relates to mining and ENVIRONMENT
minerals. 1. Current situation,
3. Develop a sustainable business model and ENVIRONMENT context of Broken Hill
2. Opportunities and
encourage the sustainability of the Power Station.
Threats
4. Increase capacity of the Power Station Precinct
5. Provide a forum to promote education.
STRATEGIC ORGANISATIONAL
MISSION OBJECTIVES OVERVIEW ARRANGEMENTS
Figure 1:
Demonstration Broken Hill Mining Associations strategic overview. It provides five key supportive
structures from which to base organisation’s strategy. The environment, mission, objectives and supporting
organisational arrangements each combine to provide the framework for thorough strategy development.
(Repurposed from Hambrick and Fredrickson’s 2001 article, ‘Are you sure you have a strategy?’ )
"I know not everybody sees what I see in rocks, but that's what makes them so
special...beauty is in the eye of the beholder [...] one mistake people make is
that they assume because minerals are rare, people will like them"
- Milton Lavers

25. TA B L E O F P R O P O S A L O B J E C T I V E S O P E R AT I O N S , S E R V I C E S A N D O B J E C T I V E S
Objective Tactics
Objective #1
Support Broken Hill tourism and re-branding
metropolitan and regional museums, allowing their
guests to have free access to the BH Mineral and
Mining Museum
business community
Interactive Mining History of BH Rock Climbing Gift and Retail
Experience Tours Activity Centre Shop
Objective #2
Communicate the social, cultural and economic
history of Broken Hill as it relates to mining and dynamic experiences that can be regularly updated
minerals SERVICE DESCRIPTION
Objective #3
Develop a sustainable business model and
encourage the sustainability of the Precinct and packages with existing local mining attractions and The experience will be developed in such a way that it will engage visitors’ auditory, visual, tactile
Broken Hill’s existing business networks businesses
and olfactory senses. While education will play a role in the experience, it will be incidental to the
entertainment factor, which we believe is what will drive higher visitor numbers. The museum
Objective #4 experience should display the following information in an interactive, dynamic and overall
Increase capacity of the Power Station Precinct
and Broken Hill’s existing business networks partners as required entertaining way:
volunteers for our business partners
1. The history and impact of mining in Broken Hill, Australia and the rest of the world.
Objective #5
Provide a forum for and promote education
to host school children and events 2. Personal stories and experiences of miners and miner’s families. For example, long work
days, working by candlelight.
regional students can engage in inquiry and
exploration based learning experiences.
3. A more general history of Broken Hill, as well as its current social and economic situation
Objective #6
Promote and increase community engagement (including impact on health, education and the Indigenous population).
meetings and events
and programmes on social media channels 4. The basic origins and development process of Broken Hill’s minerals.
Table 1: Minerals and Mining project objectives an 5. The future of mining and developments in sustainable land use.
artists incubator.

26. S TA G I N G A P P R O A C H
Staging Strategy (Architecture)
Some of the existing structures will be removed to allow for greater spatial relationships across
the site. Southern side of Site A will be subject to demolition to allow greater access and act as a
thoroughfare and provide an entry to the mining museum.
Staging Strategy (Business)
In addition to precinct staging, where the BHME is developed in the fourth stage, it is also Some existing structures will be removed to allow for greater
spatial relationships across the site. Southern side of Site A will
recommended to stage the business. This will be done in three stages: be subject to demolision to allow greater access and act as a
thoroughfare, and entry to the mining museum.
Stage 1: This is the biggest development stage of the project. In this stage the BHME will be
constructed with its interactive, dynamic and entertaining displays. The visitors will be able to walk
through the whole site. The rock climbing facility will remain hidden from visitor view until stage 2 is
complete. This stage should only use 75% of the available budget for the mining experience.
Stage 2: This step involves the development of the rock climbing facility. It will utilize 75% of the
available space and activate the remaining part of the site to the public.
Stage 3: This final step will begin when adequate visitor feedback has been obtained and relevant
data analysed. The remaining 25% of the BHME budget will be used to make changes to the mining
experience and site according to the visitor feedback. Depending on the capacity and customer
feedback, part of this money will also be used to expand the rock climbing facility.

27. DEFINING A BRIEF FOR THE CPS
1. Fit-out Studio B
2 2. Fit-out Site C
(workshops)
3. Convert wash house to
3 film offices/admin
5 7 4. Demolish site office
6 5. Fit-out of gift shop
8 6. Restaurant/cafe new
build
9 7. Adaptive reuse of
Assay
8. Carpark changed to
landscaping
9. New site parking
12 10. Site A clearing, partial
demolition, resurfacing
of site, acoustics
11
11 11. Museum type
development MINERAL MUSEUM FILM TOURISM
12. Offices and
10
10 Administration FILM STUDIO RETAIL + CONNECTION
ARTIST RESIDENCE EDUCATION
13. Water tower part
demolition ART PRECINCT RESIDENTIAL DEVELOPMENT
14. Annex for residence
15. Cleaning site elements
for tourists
20 17 16. Water cooling station
16 19 17. Educational, arts, Indig-
18
21 enous precinct
14
14 18. Exhibition spaces
19. Indigenous infrastruc-
15
5 ture
13 20. Workshop
21. Landscaping
22. Basement excavation/
rts nes
demolition
a nd a y zo
23. Basement
redevelopment mining entr
28 24. Underground tunnel
25. Detox oil drums
26. Oil drum refitting
2
24 22 23 27. Oil drum climbing wall
25 27 refitting
26 29 28. Landscaping film
tourism area
29. Landscaping around
drums
30. New development
31. Demolish existing
io nes
residential structures
nd stud ho ld zo
thres
32. Landscape old
i sm a
tour
residential site +
32
redirect truck route
film
31 30

29. BROKEN HILL FILM STUDIOS
The conceptual intention over the site is to create a series of programmatic threads, and a catalogue
of physical fabrics, and begin to weave them together over the site, and over a staged development
process. This interweaving is intended to strengthen the site and the community, creating a resilient
relationship between site, program and community.
The film studio requires direct and isolated traffic routes and parking solutions. The proposal features
a service road which runs along the rear of the site. There is enough space to allow the loading and
unloading of crew trucks and trailers in two lanes whilst through traffic can be maintained in a third.
Provisions have been made for an educational precinct on site. The education facilities will be for
local learning and external placements. An inclusive indigenous program will be integrated within the
Education Precinct. The expansion of the education facility will be linked to the expansion and success
of the site as a whole. As the site expands, capacity will increase and newer more discipline-specific
facilities can be built.
Integration of the precinct within the surrounding neighbourhood is essential. The streetscape
improvements will focus along Eyre and South Streets connecting to local Patton St district.
Suggested streetscape improvements include new footpaths, street lighting, branded street banners
and landscaping.
When the studio is being used for filming it must be isolated from the public. This also includes the
associated workshop spaces as well as a post-production space. A few isolated and secure areas do
allow for public viewing of the studio. This weaving occurs throughout the site. The public exclusion
zone is shown in red.
When filming is not in operation, it is envisioned that the public will have access to most areas, except
production offices in the annex and the dedicated music and photography studio.
THE FILM STUDIO TEAM
Architecture Students: Jamie Hogan, Brenton Romeo, Sebastian Tiong
Business: Greer Ambrose, Brendan Baxter, Devin Periera
Site
Open Space
Primary Road
Secondary Road

30. P R O J E C T S TA G I N G A N D A P P R O A C H
Aims:
STAGE 1
To value the strength of infrastructure at the Broken Hill CPS site as a means of developing, fostering,
and investing in innovative human capital in the Creative Industries.
Our vision is to create a governing body, Rural Screen, that naturally encourages industry, creativity,
education and economic sustainability in the outback.
STAGE 2
STAGE 3
STAGE 4
Above: Staging Diagram Above: Different, flexible configurations are proposed to suit the various degrees of film shooting.

31. FILM STUDIO

32. BROKEN HILL FILM STUDIOS
The business model and overarching strategy for the precinct has been designed around four major
stages that can be further subdivided into timely introductions based on two factors: financial
feasibility and commercial need. This strategic allocation of scarce current resources is in response to
the initial available funding being lower than expected.
The business model and in turn the strategy are geared towards creating a Rural Screen Body,
established in Broken Hill, that operate out of the CPS site. This body is made up of a complex network
of partnerships with pre-established rurally geared businesses and organisations.
The precinct offers a unique selling proposition in that they provide low-cost film studio and
production facilities that cater to the unique needs of directors and producers. The red-sands, made
famous by movies like Mad Max, and the near-barren, green landscape in times of precipitation provide
the Council with the ability to market the environment to a wider range of potential candidates.
Education
The proposal provides for educational facilities on the site which would cater to all types of educational
partners so as to ensure that the precinct becomes a focal point of learning in the community. The
establishment of satellite campuses would provide educational institutions an opportunity to develop
more programs such as the University of Sydney’s RARE program and an AFTRS rural development
program.
Indigenous Culture & People
Priority should be placed on providing opportunities to seamlessly incorporate the valued indigenous
people and their unique cultures into the Broken Hill Studios Precinct. This would involve the
formation of partnerships with indigenous broadcaster organisations to promote the commercial,
education and cultural sides of the precinct.
The precinct offers a unique selling proposition in that they provide low-cost film studio and
production facilities that cater to the unique needs of directors and producers. The red-sands, made
famous by movies like Mad Max, and the near-barren, green landscape in times of precipitation provide
the Council with the ability to market the environment to a wider range of potential candidates.
The business model and in turn the strategy are geared towards creating a Rural
Screen Body, established in Broken Hill, that operate out of the CPS site. This body is
made up of a complex network of partnerships with pre-established rurally geared
businesses and organisations.
FILM STUDIO

33. Broken Hill
City Council
Trust (BHAM)
Left: Proposed Rural Screen
Rural Screen Station A + Other Business Model
Buildings on CPS
Site
Film Studio Station
C Production
Offices Government Bodies
Screen NSW
Arts South Australia
Australian Television
Networks
1st Fox Studios
Imparja
NITV
Intermediaries to the creative
industries
Music and photography companies
Production/advertising companies
2nd Shine
Freemantle
Kennedy Miller Mitchell
Complimentary small businesses
Lawyers
Talent Services
Catering
Established recognised artists
Undergraduate and post-graduate
3rd creative students
QUT Fine arts film and TV
TAFE & Make Up courses
4th Individuals seeking storage solutions
Individuals seeking building
and/or workshop facilities
Above: Identifying market segments for the Broken Hill CPS site
Above: Pakistan landscape compared to Broken Hill

34. SITE SECTIONS
Elevation One
Section One
Section Two

35. B R O K E N H I L L F I L M AT T R A C T I O N S
The Broken Hill Film Attractions Masterplan (BHFAM) is a project focused on cultivating the existing
film culture of Broken Hill. Broken Hill offers a unique range of outback and town locations which
have become backdrops for a number of film, photography, television and various media productions.
Some of the classic films made in Broken Hill include Mad Max 2 (1981), Priscilla (1994) and Wake In
Fright (1971).
The main benefit of filming in Broken Hill is the close proximity of the fantastic outback locations to
the town and its facilities. The BHFAM seeks to capitalise on this by creating connections to key film
sites via bus tours and/or self-guided road tours. The newly proposed tourism precinct will become a
central hub that acts as a starting point for tourists looking to explore Broken Hill and its surrounding
regions.
There is a strong intention for the new precinct to provide a fresh and more dynamic experience
of film for interested tourists (both local and international) which will potentially also increase the
number of visiting tourists substantially.
This Film Attractions proposal also seeks to restore and exhibit the power station’s heritage with the
objectives of adaptive reuse, community, innovation, education and culture. Central to the scheme
is a state-of-the-art film museum; which acts as a cultural repository, showcasing film history and
innovation in Broken Hill to locals and visitors.
THE FILM ATTRACTIONS TEAM
Architecture Students: Angus Henson, Zoe Mairs & Shuang Wu
Business Students: Richard Kroon, Julia Sobishchanska & Senyu Zheng

36. ARCHITECTURE & BUSINESS OBJECTIVES
ARCHITECTURAL OBJECTIVES
Adaptive Reuse: The strategy of adaptive reuse will be applied across the precinct to create
new uses for the site while minimising the cost and energy consumption associated with new
works and conserving the unique industrial heritage of the site.
Sense of Community: The project seeks to provide new recreational and educational facilities
for the community. There is also a vision to create new communities between locals, the
Indigenous community as well as visiting tourists.
Education & Culture: The project supports multidisciplinary learning and collaboration by
integrating innovative programs into the arts precinct, film museum, film studio and mining
and mineral museum spaces.
Site Sustainability: The proposal will promote environmental technologies, art installations as
well as native landscaping. These interventions will combine to help regenerate the current
site.
BUSINESS GOALS & OBJECTIVES
Film Archiving: Gather iconic outback film material (stories, locations, objects) and to curate
and showcase these treasures to inspire people to visit and stay in Broken Hill.
Public Engagement: To foster a relationship between people and the outback through the
medium of film through festivals and masterclasses.
Innovative Technologies: Explore and create ways of providing a 'living museum' through a
combination of interactive physical and digital technologies. This is intended to deepen the
impact of the museum's physical artifacts and the stories being told about them.

37. F I L M TO U R I S M P R E C I N C T
LEGEND
1 9
Bar + Restaurant (Tanks) Outdoor Art Shed
2 10 Fig 1
Fig. 1. Landscaping approach masterplan
Information Lookout (Water Tower) Indoor Art Workshops
3 Film Museum (Station A) 11 Heritage Gallery
4 Film Studio Workshop (Station C) 12 Sunken Gardens + Outdoor Displays
5 Offices (Station C) 13 Native Gardens
6 Storage (Station C) 14 Residential Park + Playground
7 Workshops (Station B) 15 Outdoor Performance Spaces
8
Production Offices + Residence (Annex)
Fig. 2. Themed approach masterplan
g pp p
Fig. 3. Masterplan of public facilities
4
9 12 13 15
8
5 7
3
10
6
1 14
11
2

38. B R O K E N H I L L F I L M TO U R I S M
Summary
This section outlines the potential for Broken Hill to access three currently untapped local tourism
opportunities. These include a Broken Hill Film Museum, a Broken Hill Film Festival and Film Making
Master classes. These three opportunities are evaluated in terms of economic and community benefit.
The Film Museum is found to be likely to generate sufficient revenue to cover a Broken Hill market rent
on the space required within the CPS site, create jobs for the community and turn a profit but would
require a supportive property developer for it to be feasible. The Film Festival is found to require
relatively little startup capital and ongoing investment, provided the right partners can be engaged
and furthermore, may be viable without the Film Museum needing to be built first. The Master Classes
rely upon sourcing high profile directors to be teachers, but if that hurdle can be overcome then the
model seems sound. Of the three opportunities the Film Festival is the most attractive as it requires
the least amount of start up investment and would bring significant benefits to the community of
Broken Hill.
Mission
To gather iconic outback film material (stories, locations, objects) and to curate and showcase these
treasures to inspire people to visit and stay in Broken Hill. In addition, the plan aims to foster a deep
and meaningful relationship between the general public and the outback through the medium of
film while attracting and inviting film makers and cineastes to engage with Broken Hill. The following
proposal is divided up into four interrelated components:
The Broken Hill Digital App
The app forms the centerpiece of the projects in this proposal. By allowing users to both
view and create content by commenting and video blogging, it would allow visitors to
engage in a more meaningful way. These aren’t just the stories of the high and mighty or the
rich and famous, these are the stories of your peers told through the filter of the outback.
The exploration of the physical and the digital simultaneously is intended to deepen the
impact of both the museums physical artifacts and the stories being told about them. It is
essential to our mission.
F I L M TO U R I S M P R E C I N C T

39. Strengths: Opportunities:
Unique location Large untapped tourists market
Great story to tell Opportunity to develop new
Accommodation and food value products
Cooperation with other businesses
S O
Weaknesses:
W T Threats:
Airport Capacity Existing businesses in Broken Hill
Lack of 5 star accommodation Film Studio does not succeed
Tyranny of distance No guarantees of film success
Seasonal dependence
Fig 1. SWOT Analysis
Fig 2. Identifying how digital-physical relationships would work in the proposal.

40. CO N T I N U E D ARENAS
The Broken Hill Film Museum
The Film Museum will be an exciting and dynamic exhibition space for the physical artifacts
of film creation intertwined with a tablet enabled digital experience that supports visitors S TA G I N G E CO N O M I C
& VEHICLES
in their exploration of the space. In the museum building there will be spaces designed PA C I N G LO G I C
to invite the visitor to pause and explore the digital space of the museum, a web of the
digital artifacts that have resulted from the creation of the film. The interaction between
physical and digital will be facilitated by QR codes that can be read by the tablet and used
as a jumping off point into the digital part of the museum. D I F F E R E N T I ATO R S
The Broken Hill International Outback Film Festival
The final component of the proposal is an annual seven day themed film festival, the first
of which would be titled ‘Broken Hell’, which would showcase and rebrand Broken Hill as a
Fig 3. Hambrick and Fredrickson strategy diamond (2001)
horror film destination with the hopes of attracting more tourists and encourage the local
population to participate in newly created attractions.
Film tourism offers a unique experience to travellers who are willing to follow their idols and
travel to places where films were made while also introducing tourists and travellers to the
wonders of Broken Hill itself. It would offer much more than just seven days of horror movies
by providing additional unique experiences of visiting the magnificent desert where Mad
Max 2 and Wake in Fright were filmed.
The main audience of this festival would be tourists, cineastes, film industry members, the
media, film buffs and an assortment of the general public.
Film-Making Master Classes
Since the number of tourists who visit Broken Hill in summer is less than that in winter, there
is more spare space both in town and on site during summer vacation. The Film Master Class
is designed for those students who intend to start their careers in the film industry. Each
class will have no more than 20 students led by a well-known film professional. The master
class will generally last half a month (two weeks).
Fig 4. Digital devices mediating between spaces and events.

41. ARCHITECTURAL INTERVENTIONS
TANK BAR & FILM MUSEUM
RESTAURANT WORKSHOPS
The larger of the two tanks The film workshops
on site will be converted located within the film
into a large restaurant/ museum will provide
function space that can be novice film makers and
used by families & large the public with a creative
groups. space for film making.
OUTDOOR
PERFORMANCE NATIVE
SPACE LANDSCAPING
The outdoor amphitheatre Landscaping is a
will provide an informal significant intervention on
venue for local events the site. The landscaped
to take place such as areas within the site will
indigenous dance. It would make use of flora native to
also be suitable for large Australia and
family gatherings such will be inspired by the
as picnics & parties and outback qualities of
cultural festivals. Broken Hill; light quality,
red earth and minimalist
landscaping.
INFORMATION
LOOKOUT
The lookout will provide a
point on the site from which
the geography of Broken
Hill can be experienced.

43. ACKNOWLEDGEMENTS
We'd like to thank the following for their support in this project:
The University of Sydney:
Faculty of Architecture, Design and Planning
The Business School
The Broken Hill University Department of Rural Health
Broken Hill City Council
The Citizens of Broken Hill
Broken Hill Regional Art Gallery
Broken Hill Artist Exchange
Professor Michael Tawa
Dr Richard Seymour
Megan Donnelley
Andrea Roberts
Lyndall Roberts
Deb Jones
Nola Whyman
Louise Fowler-Smith
Susan Thomas
List of participating students:
Group 1 Art Space Group 2 Minerals Mining Group 3 Film Studios Group 4 Film Museum
Yuliya Chistyakova Matthew Gardner Jaime Hogan Angus Henson
Kevin Liu Stephanie Gotis-Graham Brenton Romeo Zoe Mairs
Lilian Tuohy Main Sebastian Tiong Shuang Wu
Tom Tramby Elisa Chan Greer Ambrose Richard Kroon
George Hokhlov Tony Huang Brendan Baxter Julia Sobishchanska
Brittany Roper Devin Periera Sen Yu Zheng