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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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