professional studies report

8/2/2019 Professional Studies Report

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ARCHIPROFESSIONA

This section describes how the design project would be delivered from

inception through to completion, reecting on the roles undertaken by

consultants, contractors and suppliers.

SECTION 1

SECTION 2

SECTION 3

SECTION 4

APPENDIX

INTRODUCTION

ARCHITECTURAL MANAGEMENT

BUILDING ECONOMICS

LEGAL ISSUES

About The ADA......

Project Team /Roles & Responsibilities /Relationships......

Construction&Use Risks......

Project Planning /Stages of Work......

Pre /Post Contractual Considerations......

CDM Regulations /Health&Safety Issues......

Procurement Strategies......

Project Brieng /Cost Planning......

Project Drivers&Objectives......

Planning Legislation......

Property Law......

Adjoining Owners&Bouandaries......

The Planning Process......

Planning Appeals&Enforcement......

Conservation Areas&Listed Buildings......

Architects Legal Duties&Responsibilities......

Project description&Programme......

Project Setting&Client......

contents BOO


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THE CLIEN

THE CLIENT

PARTNERSHIP

THEIR VISION HOW IT WILL BE ACHIEVED

A CULTURAL CENTER FOR THE

COMMUNITY MADE BY THE

COMMUNITY

The Tower Hamlets Partnership is astrategic partnership that operatesin the borough of Tower Hamlets. Itwas established in November 2001by the police, the Council and localhealth, re services (the main publicsector organisations), local residentrepresentatives, businesses and vol-untary & faith groups. They workedtogether to ensure that the Partner-ship functioned as a local body thatprovided and improved services forthe borough local residents, visitorsand workers.

The Partnership are responsible for the developmentand delivery of the Community Plan, which sets out andoutlines a series of strategic targets and priorities formaking Tower Hamlets a better borough for its resident,workers and visitors.

The Core Strategy, is the primary document createdto support the ambitious long-term aspirations set outin the Community Plan for the development and re-

generation in the area. The document strategizes andforcasts the boroughs spatial strategy for the next dec-ade (2025). Specifying on how, when and where futuredevelopments should occur and be delivered across theborough.

The Cultural Center will be amongst the rst of theseredevelopment schemes taking place over the next dec-ade to reboost and re enrgise the borough.

In September 2011 The Towr Hamlets Partnership ad-vertised a regional competition under the banner A

cultural Center for the community by the communityIt was a competition open to all architects and design-ers whom could design and realise the vision of ThePartnerships Cultural Center. The Partnership wereadiment not to follow the conventional route of goingto a major Architectural practice. They wanted to givethis monumental opportunity to create the new iconof the borough to innovative presently unkown prac-tices.Advent Design Associates (ADA) were just that.

ADA one the competition having been shortlisted from200 entries, and were immediately appointed by ThePartnership(The Client) as Design Team leader.

The Tower Hamlets Partnership wish to create a new iconicMixed-Use Cultural center in the heart of the East Eand fol-lowing the legacy left behind after the London 2012 Olympicand Paralympic games. The mix use Cultural Center willbe the one of the great destinations and places to go in therichly diverse borough of Tower Hamlets . It must attractvisitors locally, regionally, nationally and globally. The centerwill reect and embody the ethos of the Olympic and Para-lympic games. The new center will comprise of a Cinema,

Arts Pavilion, Crafts Workshop, Extreme Sports space anda place to eat and unwind. If proven a success the Centerwill be used as an exemplary template model for councilsnationwide to follow in their respective boroughs. Spa

[Fig01]

[Fig02]

[Fig03]


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The LONDON CULTURAL IMPROVEMENT GROUP (LCIG) came into existence in

2007, through the joint vision and belief of:

THE LONDON CULTURAL IMPROVEMENT PROGRAMME

is a cost effective operating model, well placed to support

Local Authorities to respond to the rapidly changing politi-

cal and scal environment and inevitable transformation of

cultural services that resulted from the unprecedented pres-

sure on public nance. The small core team had limited

overheads and by fundraising for relatively small sums of

project funding, effectively engaging local authorities and

supporting networks of delivery partners, the capacity for

delivering sustainable improvement and change was cre-

ated from within the sector

The LCIP has been funded by Capital Ambition and a con-

sortium of partners in three phases. Phase one was fundedin January 2008, following a report to the Capital Ambition

Programme Board on 26 November 2007 and subsequent

support expressed for the programme by over half of Lon-

dons Chief Executives. The total value of this phase was

over 400,000, with 200,000 from Capital Ambition and the

balance of the funding provided by a range of partners, in-

cluding MLA, Arts Council, and Sport England and from Lo-

cal Authorities. The programme combined a variety of work

strands, designed to raise performance in individual Local

Authorities, tackle the weakest areas of performance and

raise standards in the cultural sector.

LCIP has led London to outperform other regions and is

now considered an example of good practice nationally,

with many of its programmes and models being replicated

by other regions and the LGA Group. Under CPA, Londonscultural services were the poorest performing service block

in London and the worst of any other English Region. The

LCIP effectively supported Local Authorities to improve their

culture block scores and were the most improved region

under CPA. Independent evaluation of Culture in the CAA

showed that Londons Cultural Services performed con-

siderably better than other regions and LCIP was cited as

making a signicant contribution. Londons cultural services

contributed to more green ags than all other regions and

LCIP was cited as a contributing factor to Londons success.

LCIP has attracted co

able partnership fund

cash and in kind, outper

its phase one funding ta

over 100%. Almost 100

inward investment from

sance funding has bee

vided directly to London

Authorities to deliver

improvements in local a

museums. The Cultural

cies commitment to s

ing London Boroughs

LCIP is demonstrated byprioritisation of the prog

following its reorganisati

additional investment fr

agencies in the program

Strong leaders

align a range of partners

a strategic approach to

improvement in local

ity cultural services lea

additional capacity and

ment in the programme.

Relatively sma

incentives to local aut

ensured high levels of e

ment with the programm

with partner authorities;levels of commitment; a

projects were complet

time and did not drift.

The project tea

credibility with local au

because members of th

team had extensive

ence and knowledge of w

within local authorities an

able to build up trust.

The organisations collaborated together to form the LONDON CULTURAL

IMPROVEMENT PROGRAMME (LCIP), a strategic body that would strive to

improve cultural services in London.

The City of Londons 32 Boroughs

Arts Coucil England

MLA (Museums Libraries Archive) Council English Heritage

Sports England

London councils

Capital Ambition

R E G IO N A L

CULTURALAGENCIES

CORETEAM

CLIENT FUNDERS


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LCIPTOWER

HAMLETS

PARTNERSHIP

MAJOR

GLOBAL

SPONSOR

COMMERCIAL

SPONSORS

OSBORN

STREET

ABANDONED

WAREHOUSE

SITE

FIRS

SPA

STRA

PI

PRO

FUNDING

SEARCH FOR A SITE

THAT IS NEED OF

REDEVELOPMENT IN

AND RE-USE IN THE

BOROUGH

FUNDING RAISED

FOR THE SPATIAL THE

STRATEGY PROJECT

TO DESIGN AND

DEVELOP AN ICONIC

CULTURAL CENTER

IN THE BOROUGH OF

TOWERHAMLETS IN

TIME FOR THE 2012

OLYMPIC & PARALYM-

PIC GAME LEGACY .

IMPLEMENTATION OF

THE SPATIAL STRAT-

EGY

INTIATIVE>+

&

FUN


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OUR PEOPLE

The ADA run by three young gifted co-di-rectors (founders) whom have considerably

extensive experience between each other.

Before starting up ADA they had all worked

within respective sectors within Building De-

sign Partnership(BDP), a leading and award-

winning interdisciplinary practice of archi-

tects, designers, engineers and urbanists.

CO-DIRECTOR CO-DIRECTOR

Prince.E.YemohBArch

BA(Hons) Architecture

Katie.J.Parkes(GDip) Landscape Design

BA(Hons) Architecture

3Specialisation / Specialisation /

Experience/ Experience/

Architect Landscape&Urban D

I worked for BDP in Lon-don for two years, in theretail and regenerationstudio,where I played a keyrole in design for a series oflarge scale developmentsin the UK, Poland, Indiaand China.

Ive been in BDP Llandscape and ustudio for 4 yearI was an extremelymember within thcomprising of urbaners, urban demasterplanners anscape architects.Ivalot from these disc


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OURVALUES

1. BE HONEST AND ACT WITH INTEGRITY

2. BE COMPETENT

3. PROMOTE YOUR SERVICES HONESTLY AND RESPO

4. MANAGE YOUR BUSINESS COMPETENTLY

5. CONSIDER THE WIDER IMPACT OF YOUR WORK

6. CARRY OUT YOUR WORK FAITHFULLY AND CONSC

7. BE TRUSTWORTHY AND LOOK AFTER YOUR CLIEN

8. HAVE APPROPRIATE INSURANCE ARRANGEMENTS

9. MAINTAIN THE REPUTATION OF ARCHITECTS

10. DEAL WITH DISPUTES OR COMPLAINTS APPROPR

11. CO-OPERATE WITH REGULATORY REQUIREMENTS

12. HAVE RESPECT FOR OTHERS.

12(Taken from the The ArchitectsCode of Conduct)


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PROFESSIONALISM, ARCH

ADA recomm

Standard C

large exper

their own beproject. It is

the project s

Progressing

appointmen

tice (standa

4.1). The ab

change the

position with

To prevent

continue to

tential dispuhave agreed

has been ag


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widerproje

ROLES & FUN

The Tower Hamlets Partnership is astrategic partnership that operates inthe borough of Tower Hamlets to provideimproved services for the borough localresidents, visitors and workers.

The partnership are in charge of select-ing the potential site on which the newiconic Culture & Arts Centre is to bedesigned and built upon. If they do not

posses the capability to do so they willoften instruct a consultant to carry outthe necessary work.

The Partnership will select a representa -tive during the building design works,whom will ensure that the project runssmoothly with regards to cost and sched-uling. The Towerhamlets Partnershiprepresentative must be up to date withall matters in relation to the design pro -

ject & provide regular feedback to ThePartnership.

Their expertise in their respective eldsallows them to provide a substantial con -tribution to all aspects of the design &construction works.

As Development Manager they are re -sponsible for co-ordinating and manag-ing all aspects in relation to the building

procurement process.

As the Lead Consultant/ Design TeamLeader Advent Design Associates areresponsible for the co-ordination of allworks by the Design Team (StructuralEngineers, Interior Designers, Landscap

Architects, Consultants etc) ensuringthat the clients requirements are metwith regards to Time Schedule andBudgets.

ARUP engineers play a fundamental partin the Building process. The ability to de-sign Structure for Buildings makes thema key part to the Design Team.

Team members have been selected on the

basis of their merit and effeciency in their

respective elds. The Client is satised

with the fee and competence of all mem-

bers of the Project Team.

TOWER HAMLETS PARTNERSHIP CAPITA SYMONDS (transport)

DRIVERS JONAS DELOITTE (planning)

STANHOPE PLC ADVENT DESIGN ASSOCIATES ARUP

DEVELOPMENT

MANAGER

ARCHITECT STRUCTURAL

ENGINEER

OTHER

CONSULTANTS

CLIENT

Often a Specialist Trader(Roong,Cladding etc) they are able tocarry out design works on specic andspecialised parts of the constructionworks on behalf of the Contractor.

Responsible for the supply of Materialsand Equipment but not its erection/con -struction on site. T hey can offer adviceservices to the Design Team.

TBC??? TBC???

SUB-

CONTRACTOR

SUPPLIER


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Succe

clearly

(Archit

Disput

within tion of

work b

team m

To avo

lowing

Role

Decis

Chan

ARC

[Fig04]


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E

A

QS

PO

SC

BC

T1

C

CQ

A+

CO

PS

SA

SF

FTSS

WORK STAGES. PEOPLE INVOLVED.

A-B(15% of fees due)

Appraisal

E

E / A

C-D,E(further 30% of fees due)

Design

Final Proposals

E / A / QS / PO

E / A / QS / SC

E / A / QS / SC / PO / BCO

F-H(further 30% of fees due)

Production

E / A / QS / SC / T1+T

2+T

3+T

4

J-L(remaining 25% of fees due)

Construction to PracticalCompletion

Job Management

Ofce Managemet

E / A / QS / SC / C / CQS

A+T COW PS / SA / SF / FT / SSC

RIBA TRADITIONAL, PLAN OF WORK & T


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ARCHITECTS

APPOINTMENT

DEVELOPER

APPOINTMENT

PotentialSite:ensurepurchaseisco

mpletedontime

AppointSpecialistadvisors

AppointFinancialadvisors

Establishaninternaldecisionmakingsystemisinplacetoavoid

designdelays.

NominateClientrepresentattiveto

keepwiderclientorganisa-

tioninformed.

ConrmappointmentofArchitect.

Conrmbrief

AdviceonConsultants

DraProgramme

AppointSurveyor

Arrangeanin-housesiteinspection

Ideas&Vision PotentialSite

SetupFundingframeworktoensurepaymentsaremade

DetectExistingSiteproperties

Identifynames&Addresses

EstablishBoundaries&Access

Siteorientation&characteristics

PhotographSite&makeSketchnotes

Takebasicdimensionsofthesiteto

enablepreliminaryanalysis

&designworks

InstructSurveyortopreparemoreaccurateanddetailedsurvey

drawingsoftheSite.

Establishexistingstructures(Plans,e

levations,sec-

tionsandselecteddetails)

OwnershipofFence,andPartyAgreements.

Plotaccuratelevels,boundariesandadjoining

buildings.

Services,Soiltest&Trialholes

EstablishImprovementlines

Scheduleofdefects.

Comprehensiveinternalandextern

alphotographs

ofthesiteanditsimmediatecontex

t.

siteinspection/analysis

survey

THE CLIENT

PROJECT PLA


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CONTRACTOR

APPOINTMENT

DESIGN

PROPOSALS

CONSTRUCTION

DRAWINGS

Createbasicdrawings,modelsand

sketches

Collectsamplesandillustrations

Liasewithconsultantstodiscussdesign.

Preparereport.

ereportshouldstatetheClients

originalbrief.

esiteconditions&Analysisrelatedtothebrief.

Attitude&approachtodesignprob

lems.

Consulatantsrecommendations.

assessmentofcostandfees.

Submitreporttoclientforfurtherdiscussion.

SetupofanappropriateDrawingP

rogramme.

LiasewithConsultantstosetupan

eecientschedulereference

system.

DevelopConstructionDrawings.

contractorinstructsArchitecttodevelopthebuilding

designdrawingfurtherintoacoherentdetailedcon-

struction/productiondrawings

ProduceasetofKeydrawings-GA

Plans/Sections&Elevations

P

d

h

f C

i

D

i l

ConsultantsmeetingswithClient

Discussdesignpolicy,structure,materials,servicing

Cost&Contractoptions

Designdevelopment.

designreport

approvalsfromc

lient

handovertocontractor

architectisnovated&

now

worksforthecontractor

PROJECT PLANNING, STAG


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CONSIDERATIONS

DELAY OF F

It is importan

involved in th

appointment

TIME_

It is importan

sign and ove

tender inform

for Stage 2 T

CLIENT DEC

Experienced

experience w

detriment of t

can have dra

PROCUREM

This needs a

responsibilitie

CONTRACT_

If the procure

become inco

the contract v

[Fig07]


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CONSTRUCTION D

INTER-RELATIONSHIPS DESIGNING FOR HEALTH & S

[Fig05] [Fig06]


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CLIENT DUTIES DESIGNER DUTIES

[Fig07]


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COMPARIS

ONOFPROCUREM

ENTMETHOD

[Fig08]


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Which contract Choosing the appropriate building contract. 4th edition[Fig09]

For further deatils on procurement

comparisons please refer to the Pro-

curement section in Appendix 03)


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ORIGINAL PROCUREMENT& EV


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FUNDING

Public Funders co

Ofcial Partner co

Ofcial Supporter

TOTAL

CLIENT D Tower Hamlets Partnership

ARCHITECT Advent Design Associates

COST 4,000,000

PROCUREMENT Design & Build

START/COMPLETION Jan 2012/Sept 2012

This Report recommends that th

Old Truman Brewery. The Capi

ing a Design & Build approach.

PROJECT


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LAN


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LAN

OW

OS

BORNSTREET

WHITE

CHAPEL

ROAD

Conservatio

Conservatio

Conservatio

Statutory Li

Building

Statutory Li

Building

Listed Build

Land Owne

Land Owne

Land Owne

THE SITE

ELECTRIC

SUBSTATIO

WHITECHA

GALLERY


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PLANNING APPLICATION HISTORY OF TH

2001 20032001 2

ADDRESS /

APPLICATION NUMBER /

PROPOSAL /

DESCISION DATE /

DESCISION /

Demolition of main buildings and develop-

ment of a six storey building facing Osborn

Street providing retail, showroom, light in-

dustrial and ofce with ats above. 02

Use of ground oor and part rst oor as

entertainment venue including function /

performance hall, restaurant and four bars

with ancillary ofces. 04

Demolition of 15-23 Osborn Street and

partial demolition of no. 25 Osborn Street

to enable redevelopment. 03

Demolition o

change of us

WITHDRAWN - RETURNED TO APPLICANT WITHDRAWN - RETURNED TO APPLICANTWITHDRAWN - RETURNED TO APPLICANT WITHD

15 To 25, Osborn Street, London, E1 15 To 25, Osborn Street, London, E115 To 25, Osborn Street, London, E1 15 To 25, Os

25/09/2001 29/10/200325/09/2001

PA/00 /00639 PA/02/ 01542PA/00 /00640

APPEN


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APPEN


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NOTE:ALL PAGES IN THIS SECTION HAVE BEEN EXTR

THE ARCHITECTS FEES 2005 & WHICH CONTRA

THE APPROPRIATE BUILDING CONTRACT. 4TH ED

COST P

FEE RANGE


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FEE RANGE

COMPARISONS

There is, of course, variation in the fees reported in

this survey. The averages reported in the tables and

the lines of best t presented in the charts disguise

variations between individual jobs. The charts, right,

show the distribution of fees, analysing new build

and refurbishment separately for jobs undertaken

using the traditional contract types.On each fees chart below, the solid line shows the

average fees - the line of best t. The grey lines

show lower and upper quartiles. It is clear that there

is a greater variation in fees from the average for

refurbishment jobs than for new build jobs. Fees re-

ported using the design & buil d contract show less

variation than traditional contract jobs.

ArchitectsFees2005


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DESIGN & BUILD PROCUREMENT

CONTRACTUAL

RELATIONSHIPS /

With design and build, it is likely that in

the absence of in-house professional staff,

the client will wish to engage outside con -sultants to advise on the preparation of

requirements and to evaluate and select

tenders etc. Often one or more of these

consultants will switch from being ap-

pointed by the client to being appointed

by the contractor at the time the contractor

is engaged. The main contractual link is

between the client and the contractor and

if the clients agent or representative has

only a limited role. The contractor might

also have a contractual link with his own

design consultants, and with sub-contrac-

tors and suppliers. As the contractor is

wholly

Which contract Choosing the appropriate build-

ing contract. 4th edition


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DESIGN & BUILD PROCUREMENTPLAN OF WORK STAGES

The

requ

in-ho

desi

cons

tion,

sche

Wh

LONDON CULTURAL IMPROVEMENT PROGRAMME


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LONDON CULTURAL IMPROVEMENT PROGRAMME

FUNDING

CASH FUNDING SUMMARY

In each nancial year that LCIP

ran it attracted funding from Capi-tal Ambition and match funding

from partner organisations. In

total, the funding provided has

been nearly evenly split between

Capital Ambition and the cross-or-

ganisational match-funding: Capi-

tal Ambition has provided 57.82%

of the monetary funding to deliver

LCIP compared with 42.18% from

partner organisations. The total

value of monetary funding since

LCIP inception is 1,598,200. The

graph demonstrates the funding

levels, by nancial year, broken

down into contributing organisa-

tions

SUMMARY OF MATCH-FUNDING


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SUMMARY OF MATCH FUNDING

STRANDS

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