Battersea Arts Centre Project Execution Plan – Living ... Project Execution Plan Battersea Arts Centre Project Execution Plan – Living Radically Capital Programme 1

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  • BAC Project Execution Plan

    Battersea Arts Centre Project Execution Plan Living Radically Capital Programme


  • BAC Project Execution Plan


    1.0 Introduction 3 2.0 Creation and Revisions 6

    2.1 Revision History 6 2.2 Distribution 6

    3.0 The Project Team 7

    3.1 Organisation Structure and Project Governance 7 3.2 Lines of Communication 9 3.3 Project Team responsibilities 9 3.4 Meetings 12

    4.0 Project Controls and Management 14

    4.1 The Project Brief 14 4.2 Approvals and Change Control Procedures 15 4.3 Programme 15 4.4 Risk Management 17 4.5 Cost Management 17

    5.0 Works on site 19

    5.1 Request for Information Schedule 19 5.2 Client Approval, Hold Point and Sign-Off 19 5.3 Communication and Instruction 19

    Appendix 21

    Appendix A Strategic Road Map 22 Appendix B BAC Capital Objectives 23 Appendix C Programme 24 Appendix D Risk Register 25 Appendix E Change Management Plan Template 27 Appendix F Change Request Form Template 31 Appendix G Change Request Log Template 34


  • BAC Project Execution Plan

    1 .0 Introduction Under Battersea Councils Victorian motto Not for you, not for me, but for us, BACs Grade II* listed Old Town Hall has been a hub for radical politics and cultural activity since opening in 1893, transforming the local, national and international political and cultural landscape. Home to a succession of prominent individuals with the passion and drive to challenge the status quo and imagine what a better world could look like, the function of the building may have changed over time but its significance lies in a unique continuity of vision that remains embodied in the programme of an iconic 21st Century Arts Centre.

    After securing a 125 year lease on the building for the first time, BAC has embarked on an ambitious Capital programme to create a 21st Century Theatre in a 19th Century Town Hall. The fundamental project objectives are to:

    To be the most dynamic performance environment for artists and audiences in the UK, based in a 19th Century town hall

    A space which enables playful interactions and enables us to be better together. To record and share our process BAC as a destination venue, locally, nationally and internationally Increased income through caf sales, room hire and tickets sales and improved efficiencies Transitioning to a new operating model and programme that promotes sustainability in space, time,

    money and energy The project is being run in 3 main phases of work over the course of a 4-5 year period. These break down as follows: Phase 1 Funded by Arts Council RENEW (plus match) We began working with Arts Council RENEW funding in Spring 2010. The idea of RENEW is to test or scratch architectural ideas that help us interrogate our plans for the building whilst delivering significant improvements to the current building. Our RENEW proposition was that by spending more time doing research and development we would end up with a building that was more fit for purpose than if we just carried out a straight architect-client design process. Areas of the building included in the scheme include: First Floor performance environment, Public Spaces, Home, Infrastructure and Town Hall Road. Through this and the HLF work we developed a robust Stage C plan for an overall scheme that will cost 11.3m. Phase 2 Funded by Heritage Lottery Fund (plus match) BAC is coming to the end of the development phase of a Heritage Lottery Fund grant which was given in May 2010. The specific aims of the Heritage Lottery Funded area of the project include the improved interpretation of our heritage and the design and restoration of the space; increasing the impact and reach of our learning and participation programme through a digital archive and installations in the building and performance; increasing overall visitor numbers and income generation by improving access, infrastructure and facilities across the whole building; implementing environmentally and economically sustainable solutions that are sympathetic to the demands of a large nineteenth century building; embedding the celebration of our heritage into every day practice at BAC and to make better use of our heritage assets within our main programme. This document forms part of the submission for Round 2. Phase 3 Funded by Arts Council Capital (plus match) This is the final phase of the works and will incorporate core works such as the opening up of the attic spaces to provide staff offices, a lift that runs through 4 floors of the building, improvement of access and circulation throughout BAC and the opening up of the central court year. We will apply for Arts Council Capital funding for this in autumn 2012 and would hope to start work in June 2013.


  • The purpose of this document is to determine and present the organisational structure by which the project will be delivered and controlled. It also sets out the requirements for stakeholder input and the roles and responsibilities of individuals and groups comprising the project team. It outlines a clear timeline for the project and gives a full account of the risks and how these will be mitigated. Although this plan is designed to inform all stages of the plan, it is a working document and therefore currently outlines mainly the works involved with the Phase 2 of the project funded by HLF. The aims for this project are designed to complement those of the main capital project but also to create a focused a contextualised phase that is self-reliant. Its objectives are: To deepen our audiences engagement and ownership of the building by enabling the public to actively

    participate in the interpretation of our heritage and the design and restoration of the space. To increase the impact and reach of our learning and participation programme by creating a publicly

    accessible, digital archive of our heritage that provides the foundation and inspiration for new displays, installations and participatory activities across the entire building, online and in the community.

    To increase overall visitor numbers and income generation by improving access, infrastructure and facilities across the whole building through a cost-effective, phased process of design, restoration and refurbishment

    To implement environmentally and economically sustainable solutions that are sympathetic to the demands of a large nineteenth century building.

    To embed the celebration of our heritage into every day practice at BAC and to make better use of our heritage assets within our main programme.


  • BAC Project Execution Plan

    2.0 Creat ion and Revis ions This document was produced by BAC staff and Haworth Tompkins with advice from external consultants. It will be used as an ongoing tool for monitoring the progress of the project and ensuring the smooth running of works. It will be revisited as part of the weekly meeting with BAC and HT at least every month. Any revisions made will be noted in the table below. 2 .1 Revis ion History

    2 .2 Distr ibut ion

    David Jubb Artistic Director

    David Micklem Artistic Director

    Sarah Preece Executive Director

    Humphrey Waterhouse BAC General Manager

    Jo Hunter Strategic Development Manager

    Tbc BAC Project Manager

    Tbc BAC Junior Project Manager

    Toby Johnson / Imogen Long Haworth Tompkins Architects

    Design Team Haworth Tompkins to distribute

    BAC Capital Group Where appropriate

    Revis ion Date Sum m ary of Changes 001 18th January 2012 N/A 002 14th February 2012 Meeting structure confirmed by Haworth Tompkins 003 30th May 2012 Stage D report now concluded 004 19th June 2012 Project control changes update


  • BAC Project Execution Plan

    3.0 The Project Team Based on learning from the development phase, a project team has been brought together by BAC to manage the Capital programme. BAC have taken the decision not to appoint an external Project Manager as having tested this process in the ACE RENEW works and HLF development phase, feel it is crucial that the staff team are fully involved with the project and that the project is wholly owned in house. Instead we will appoint a full time Capital Project Manager to work at BAC, with experience of building project management. They will be supported by the Strategic Development Manager (also full time on the Capital project) and will work very closely with the project Architect at Haworth Tompkins. Haworth Tompkins was awarded the architects contract in December 2011 following the completion of the OJEU process. The current Design Team were appointed in April 2012 ahead of the Stage D work. Contractors will be appointed after the completion of the design stages. 3 .1 Organisat ion Structure and Project Governance The staff structure for the project is outlined on the following page. The key building management projects, Infrastructure and Technical and Welcome are shown side by side with the Capital and Activity projects (Strategic Building Plan and Process Lab) as they will be key areas to feed into the scope and management of the capital works. The Town Hall Manager and Production Manager will liaise closely with the Capital Project Manager to ensure that all works planned are relevant to the day to day management of the building and to closely oversee maintenance budgets. They will also help to oversee and mitigate the impacts of delivery of the work on the running of the building during works periods. Over the last three years we have developed and tested what we call playgrounding, which is based on three simple principles:

    1. to develop a vision for the project through collaborations between architect and artists and other users of the building; for architect and BAC to promote and sustain that robust vision through all building projects

    2. to encourage a culture of testing ideas in low-cost ways before committing to significant expenditure and to phase the building project over a number of years whilst keeping the building open

    3. to project manage the building work in-house and retain control over the budgets, methodology and lines of communication with the builders and artisans who are employed to develop the space

    The role of the architect through this process is akin to the role of artist. BAC has worked with Haworth Tompkins as a central collaborator throughout the building project: working with other artists on theatre projects; developing the building vision; leading on architectural developments; advising BACs in-house team; providing a connection to a wider design team and consultants as required. This process has led to an evolution of our design ideas. However, during most of the HLF works we will use a more traditional design process. As such there will be 3 working methodologies between BAC and Haworth Tompkins:

    1. strategic input - in to the overall direction of the project and activity programme 2. design input for phased projects - collaborating with artists 3. design team and BAC collaboration - to deliver major design works

    The majority of this plan is based on number 3, but is informed and fed by learnings from 1 and 2


  • Project BAC

    Strategic Development Manager Jo Hunter

    Capital Working Group Capital Project Manager


    HLF Lead Monitors

    Senior Grants Officer Jane Stancliffe

    Consultants and Contractors

    Project Manager: Jo Hunter

    Project Manager: Sarah OConnor

    Town Hall Manager: Rachel Henery


    Creative Design Technician

    BAC Projects Involved Infrastructure and Technical

    Welcome Team Strategic Building Plan


    Production Technician

    Junior Project Manager

    Capital Project Administrator

    Digital Collections Manager

    Building Maintenance Technician

    Site and Facilities Manager Technical Manager

    Process Lab [Activity]

    Volunteer Administrator

    Funded by HLF

    Volunteers and Other BAC Staff

    Capital Group

    BAC Board of Trustees

    Haworth Tompkins Architects

    Design Team


  • Issue 3. May 2012

    3.2 Lines of Communication The Strategic Development Manager will be the central point of contact for Project BAC, Funders and all BAC staff as well as the key strategic lead on behalf of PBAC and link person for all parties. The Capital Project Manager will report directly to them and will deal with all day to day enquiries and management of the project team. As such:

    All Design Team members, Contractors and Consultants will report directly to the Strategic Development

    Manager and Capital Project Manager. The Strategic Development Manager will report all project changes to the Joint Artistic Directors and will be

    managed by them. The Joint Artistic Directors will report to the Capital Group, with support from the Strategic Development

    Manager. All approvals and changes were made in accordance with the change procedure outlined later in this document. 3.3 Project Team Responsibilities The scope of services for each appointed party is set out in their contract and related documentation. This section is intended to complement that and in the event that there is a conflict between this section and the appointment document, the latter supersedes.

    Each member of the project team is responsible for ensuring the following Work is in accordance with the Project Execution Plan, scope of services and appointments. Information is shared and submitted on time. A duty of care to consider the programme of works by others. Be cooperate and helpful to create a sense of team. Work in collaboration with and in the spirit of BACs approach to the capital programme

    BAC Strategic Design Group A specific internal BAC group has been established with the key objective being to provide strategic advice, guidance and management throughout the project process, as well as making decisions on key project changes, developments and areas of design. It is made up of:

    David Jubb Joint Artistic Director

    David Micklem Joint Artistic Director Sarah Preece Executive Director Jo Hunter Strategic Development Manager BAC Capital Project Manager BAC Senior Accountant Haworth Tompkins (when required) Bruce Thompson Chair of the Capital Board (when required)

    Strategic Design Group responsibilities include the following:

    Obtain and provide necessary approvals and authorisations to allow project to proceed in accordance with predetermined timescales and milestones


  • BAC Project Execution Plan

    Report progress and issues to the BAC Board Assess...


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