Management report/ Theatre of Woods and Water, Morpeth Anna Strizikova - 18020820
Stage 0_Strategic Definition Strategic Brief
0.2
Terms of Appointment
0.3
Site Information Review
Stage 1_Preparation and Brief 1.1
Roles and Appointments of Consultants
1.2
Planning Processes
1.3
Business Case
Stage 2_Concept Design 2.1
Procurement Route
2.2
Tendering and Cost Control
2.3 Programme
Stage 3_Spatial Coordination 3.1
Procurement Route
3.2
Tendering and Cost Control
3.3 Programme
Stage 4_Technical Design 4.1
Health and Safety
4.2
Building Regulations: Part B
4.3
Building Regulation: Part M
4.4
Bibliography and Resources
Contents
0.1
The proposal will be a major addition to the existing townscape. Carefully consider how the surrounding external spaces make a positive and holistic contribution to the public realm, allowing people to meet and socialise. The proposal will seek to form physical and programmatic links between town and river.
Main theatre / performance space min. 100 seat capacity theatre/performance space: • Fixed and flexible seating for range of performances • Black box stage setting • Fixed overhead lighting rig • Digital screening equipment providing cinema • Control booth • Backstage area / workshop • Dressing rooms with toilets and showers • Costume store
Main theatre/performance space (100m² + stage 80m²) • Space for minimum of 120 seats - mostly flexible so the space can be potentially converted • Fixed lighting rig + • Digital screening equipment providing cinema (+control booth) - again flexible and easily convertible (theatre to cinema and vice versa) • Back stage (incl. dressing rooms, toilets and showers) for at least 25 people • Costume store - accessible from both theatres (however dividable when there are two different groups performing)
Secondary theatre / performance space 100 seat flexible theatre space: • Retractable seating • Sound proofed space • Available for private and corporate hire • Backstage area / workshop • Dressing rooms with toilets and showers • Costume store Community / exhibition space (150m2) • Community classes • Exhibition space for other arts Cafe / bar (for up to 100 covers during intermission): • Seating area • Kitchen • Servery (ability to operate independently) • Spill-out into foyer space • Links to external space Foyer space: • Storm lobby • Reception / Box Office (served by two staff) • Central entrance / public meeting space • Possible link to cafe bar • Public toilets (including baby changing facilities) Ancillary spaces: • Office for Director of Arts (20m2) • Office for 3 staff (20m2) • Office for Technical staff (20m2) • Meeting room (20m2) • Small staff kitchen and dining area (25m2) • Staff toilets • Cleaning store Plant room(s): • Heating and cooling • Electrical equipment (incl. IT) • External service access • Refuse areas Surrounding curtilage: - Delivery area - Visitor parking / staff parking - Disables parking/drop-off bay - Coach parking
Secondary theatre (90m² + stage 50m²) • Space for minimum of 80 seats - fully retractable so the space can be converted • Sound proofed space - both theatres must be! • Available for private and corporate hire - both theatres could be (depending on required capacity) Community/exhibition space (150m2) • Can operate independently - connected to the café/bar • Part of the exhibition potentially visible from the outside
•
What is the target group of the theatre? Kids/teenagers/adults/elderly?
•
What would be served in the café?
•
Is there a need for special preparation equipment/area in the café?
•
What various programmes would you like to accommodate in the theatre? (plays/musicals/lectures/...)
•
Does the exhibition space require restricted/paid access?
•
How much is your budget?
•
What are your key objectives?
•
What environmental standards would you like to achieve? In which sectors?
•
Would you like to be involved in the creative process?
•
Are there going to be any public/free events?
Café (with separate entrance)
Workshop/space for community activities
Café/bar (200m² + bar 50m²) • Separate from the intermissions bar
Entrance lobby
Foyer space • Links to the café and exhibition space Public toilets (25m2 for the café + 50m2 to the theatre/cinema) • Some accessible directly from the reception/café, some only after entering the theatre
Public toilets
Exhibition space
Ancillary Spaces (altogether around 130m2) • Offices - access from the reception and through separate entrance (when the theatre is closed) • Meeting room - at least 25m2 Plant room(s) • External access - possibly from the courtyard (parking) Surrounding cartilage • Delivery area - aside from the main entrance • Parking - only minimal (mainly disabled and drop-off bays) to encourage people to take more sustainable transports (e.g. walking, cycling, public transport,...) • Bike storage - to encourage more sustainable way to travel • Staff parking - necessary but still only minimal (for about 5-6 cars) • Coach parking - only as a drop-off
Intermissions space
Theatre hall - 1
Backstage:
Theatre hall - 2
• Costume storage • Changing rooms • Toilets and showers
Open space (corridor)
Toilets for theatre visitors
Ancillary spaces: Separate staff entrance (with parking)
• Offices • Cleaning storage • Staff toilets
Organisation of spaces in relation to level of access restriction (public > semi-public > private)
Strategic Brief
Reaction to the brief:
0.1
Proposed brief:
Questions for the prospective client to define the project:
Anna Strizikova 07444253646 anna.strizkova@ northumbria.ac.uk
Dear Mr. Bawn,
SCOPE OF WORK AS Arch will be providing architecture and services for RIBA Stage 0. The project will in further RIBA Stages (1-6) include designing a new theatre for Morpeth.
If survey work is required this will be commissioned by you and will be relied upon by us. We can assist in procuring this work.
ACCEPTANCE
It is a requirement of our professional bodies that we do not undertake work without written instruction and an agreed scope of work and fee. We would therefore be grateful if you could confirm your acceptance of this proposal or come back to us with any matters you wish us to consider. I will call you to run through this note in detail but please do not hesitate to contact me in the meantime if you have any questions or comments. In conclusion, I would just like to say that we are very much looking forward to working with you on this project.
OUR CLIENT Our point of contact at Morpeth Town Council will be David Bawn and we will only take instructions from him unless otherwise notified in writing by you or other people with the authority to issue instructions. We do, however, recommend that a single person is given this authority.
Kind regards,
FEE Our fee for Stage 0 will be £1200 plus VAT. We have based our overall fee on the current requirements of the brief, the scale and complexity of the project and the estimated duration of each work stage.
Name: Morpeth Town Council Address: Morpeth Town Hall Market Place Morpeth NE61 1LZ
Anna Strizikova AS Arch Encl. RIBA Standard Professional Services Contract 2020 CDM 2015 Industry Guidance for Clients
Architect: Name: Anna Strizikova Address: Trinity Building Ellison Place Newcastle upon Tyne NE1 8ST
SITE The site is located at 9 Castle Square in Morpeth. NE61 1YD THE BRIEF The brief, on which we have based this proposal, is set out in your document ‘KA6002 - Assignment overview’. Our understanding of the brief, on which we have based this proposal, is based on the information in the brief provided by you. CONDITIONS OF The conditions of our engagement will be those of the RIBA Standard Professional Services Contract ENGAGEMENT 2020 and we have enclosed a copy of this for reference. Please confirm if this is acceptable and we will prepare and send to you a completed contract for you to sign. In the event that you instruct us to proceed with the services, the terms and conditions we have set out in this letter will apply, and you will be deemed to have accepted them, unless and until such time as we have mutually agreed any alternative terms and conditions. LIABILITY AND AS Arch will provide professional indemnity insurance cover for a period of 6 years from the date of INSURANCE completion of our services or the date of practical completion of construction works, whichever is the earlier. The level of cover will be £250,000 for any one claim. Our liability for work carried out on this project will be limited to the level of our insurance. OTHER There are currently no other consultants appointed. We recommend you appoint the following: CONSULTANTS • Project manager • Cost consultant • Planning consultant • Heritage adviser We would be pleased to advise you on suitable practices. We will advise you of the need for any additional specialist consultants if they are required at the appropriate stage.
PAYMENT
ADDITIONAL SERVICES
We will agree a schedule of monthly payments in advance of the commencement of RIBa Stage 0. Fees will be payable within 30 days from the date of each fee account in line with the terms and conditions of the RIBA standard agreement. Where we agree to perform additional services in relation to this project they will be subject to the terms and conditions set out in this letter. Unless a lump sum is agreed in advance between us, you will remunerate us for these services in accordance with the hourly rates set out below: £60/hour/person We will assess these rates annually during the contract and will notify you of any changes.
NOTES ON FEES AND EXPENSES
VAT will be applicable at the standard rate at the time of invoicing. This is currently 20%. This fee is based on the following assumptions: • Information, comments and approvals required by us will be available in a timely manner to enable the design to progress effectively. • We will be able to carry out the services in accordance with the current timetable. • We will not be asked to carry out significant redesign of any element, save where due to our default. • Fees will be received in accordance with the agreed fee schedule. • Where the above assumptions are not met and we incur additional cost and expense, we may raise this as a cause for additional fees. Where the fee is on a percentage basis, there will be reconciliation of the fee at the end of each work stage. The following are specifically excluded from this fee proposal and would constitute additional services under the terms of our agreement: • Planning appeals. • Printing and reprographics. AS Arch operates a ‘Green Office’, where we try not to print by using electronic means of circulating information wherever possible. Expenses and disbursements expended on your behalf, including travel and accommodation, are outside this fee and we will look to recover them as part of the monthly invoicing.
Terms of Appointment
SURVEY INFORMATION
OUR TEAM Anna Strizikova will be the director on this project and the team will include Mateusz Flakus and Jana Obrovska as consultants.
CONTRACTING The parties to this agreement will be: PARTIES Employer:
The Construction (Design and Management) Regulations 2015 apply to all design/construction projects. We have appended a copy of ‘CDM 2015: Industry Guidance for Clients’ for information. As a client your duties include appointing a Principal Designer. If you do not appoint a Principal Designer the duty will automatically defer to you.
0.2
PROPOSAL Thank you for inviting us to provide a proposal for this project, which is set out in detail below.
CDM REGULATIONS 2015 AND THE ROLE OF PRINCIPAL DESIGNER
•
•
Ri ve r Flooded are in 2008
Hill Gate
25
e Hill
+0.00
Goos
45m
re
18m
qua
30
The Waterford Lodge Hotel
tle S Cas
+0.00
90m View onto the site from William Turner Garden
North View of the larger set of trusses
+0.80 21m
+0.80
35
74m
Close-up look at the state of the steel trusses
North view of the smaller set of trusses (the Waterford Lodge Hotel’s beer garden in the foreground)
Site survey information that would be required in professional practice: Geotechnical engineer
»
Site surveyor Structural engineer Environmental agency
» » »
Inspects the composition of the soil underneath the site to determine its stability and suitability for new built Determines the exact services location Examines the actual state and stability of existing structures Determines the ecological state of the site, soil contamination and air quality
40
William Turner Garden
45 50
Ha’ H
ill 0m
25
50
Carlisle Park
Site Information Review
•
There are two sets of existing trusses, one larger one (18m wide) running from south to north and one smaller one (13.5m wide) running from east to west The site is on a flat surface with one change in level, which happens it the south end of the larger set of steel trusses There is a considerable noise coming from Castle Square which will have to be eliminated for the purposes of acoustic performance inside the theatre The site is adjacent to eh River Wansbeck, which flooded large parts of Morpeth in 2008 and 2012, even though the city implemented flooding precautions, the flooding might repeat in the future
0.3
•
Street Wansbeck
W an
sb e
ck
25
Structural engineer
Health and safety consultant
•
Structural engineers design and/or inspect structures to ensure they are stable and efficient for given project
•
The health and safety consultant promotes a positive health and safety culture in the workplace
•
It is both a technical and creative role that involves close collaboration with professionals from other disciplines
•
•
Among other tasks, they carry out:
They are primarily responsible for controlling the risks in the workplace and ensuring that organisations are meeting safety standards
•
Among other tasks, they carry out:
Geotechnical and geological investigations
›
Environmental studies
›
Material investigations
›
The structural design and detailing of foundations, retaining walls buildings, roads, bridges and so on
•
The lighting designers are responsible for designing a lighting concept for a project that would be functional as well as appealing, with consideration to the health and well-being of the future occupants
•
Their design process includes amongst others: ›
The amount of light required
›
The effect the lighting has on the occupant (well-being)
›
Lighting controls - type, placement, access, etc.
›
The colour and distribution of the light.
›
Visualisation and 3D-modelling of key spaces
Undertaking site inspections to ensure that policies and procedures are being properly implemented
›
Review of contractor documentation.
›
Dealing with deleterious materials, such as asbestos.
›
Assisting people returning to work after a serious injury or illness
Services engineer •
Building services engineers plan, design, monitor and inspect systems to make buildings comfortable, functional, efficient and safe. These systems will usually include heating, ventilation and air conditioning (HVAC), water and drainage, lighting, power, lifts, control systems, etc.
•
They play an important role in contributing to the design, especially regarding overall strategies and standards, but also in façade engineering, the weights, sizes and location of major plant and equipment, the position of vertical service risers, routes for the distribution of horizontal services, drainage, energy sources, sustainability, etc.
•
This means that building services design must be integrated into the overall building design from a very early stage, particularly on complex building projects such as hospitals
Quantity surveyor/cost consultant
Acoustic engineer/consultant
•
Quantity surveyors provide expert advice on construction costs
•
Acoustic engineers help to design and control sound and vibrations in the built environment
•
They help to ensure that proposed projects offer good value for money, helping the client and the design team assess and compare different options, and then track variations, ensuring that costs remain under control as the project progresses
•
They might provide consultancy for the design or assessment of acoustics in homes, workplaces, leisure facilities, the outdoor environment and so on
•
Among other tasks, they carry out:
•
Among other tasks, they carry out:
›
Assessing and comparing options
›
Helping define the project budget as well as checking the design development against the project budget
›
Preparing regular cost reports, including out-turn cost and cash flow
Theatre consultant •
A theatre consultant is a professional advisor who provides guidance, advice and support to owners and design teams on the planning, design, and equipping of theatres, concert halls, and other types of facilities used for public assembly and presentation of the performing arts
•
They provide input for the design of the space, theatre systems design and specification along with the management ability to continually inform the process and guide the outcome in such a way that the appropriate solutions are integrated into the building to support the complex nature of the diverse tasks that are to take place in and around the building
•
The theatre consultant brings the experience of many projects which focused on spaces for performance arts and can help the client and the design team, in developing an understanding of such spaces
›
noise assessments of existing buildings
›
vibration monitoring
›
assessing intelligibility and reverberation time
›
Assessing how changes in design affect sound levels and quality
Party wall surveyor •
Party wall surveyors provides the legal basis for the prevention and resolution of disputes in relation to party walls, boundary walls and excavations near neighbouring buildings.
•
They play an important role in resolving disputes between neighbours. They have a duty to the “Party Wall Act” rather than to the individuals appointing them and they resolve matters in dispute in a fair and practical way
Roles and Appointments of Consultants
Lighting designer
›
1.1
›
Use class = Sui Generis (both garage and theatre)
Pre-application advice
Formal planning application process
The national validation requirements include: • • • • • • •
Completed Application Form Scaled site plan (usually I: 1250 or 1:25000 Development site plan,(usually 1:100 or I :200) Drawings of development (plans, sections, elevations) Design and access statement Details and photographs of existing Site Details of Land Ownership
Furthermore the local (Northumberland) validation requirements are:
•
Details that need to be confirmed before the permission can be implemented
•
Restrictions on the work needed to implement the permission ~(e.g. the hours in which vehicles can access the site)
• • • • • • • • • • • • • • • • • • • • •
•
Restrictions on the use or operation of the development once complete (e.g. any subsequent change-of-use)
Location plan Ownership certificate Agricultural land declaration Correct fee Design and access statement Application plans Archaeological assessment Ecological surveys and assessment Flood risks, surface water and drainage Heritage statement Land contamination assessment Landscape and visual impact Lighting assessment Marketing statement Noise assessment Open space assessment Planning statement Retail impact assessment Structural survey Transport assessment Ventilation/extraction details
The authority has to always give reason for the conditions when the decision is issued. They will specify whether this it co be done before development can begin, during the construction phase or before completion. If the conditions are not met or agreed upon within 28 days the application is cancelled and the applicant will have to re-submit it with a further application form, fee and relevant paperwork. If the application is refused the applicant will receive written reasons for refusal, based on which the application can then be modified and re-submitted. If this is done within 12 months of the decision, by the same applicant, for the same type of development, and on the same site, it is usually free of charge. If it is believed that the refusal is unreasonable an appeal to the Secretary of State can be made.
National planning policy framework (NPPF) The NPPF sets out the government planning policies for England and how these should be applied. Local Planning Authorities. It provides a framework within which the councils can then produce their own locally-prepared plans for planning development. To achieve sustainable development, the system the planning system has three overarching objectives:
Planning permission is not required when the development scheme does not change the use class, as both the previous use (hiring, selling and/or displaying motor vehicles) and the current one (theatre) are filed under Sui Generis (“in a class of its own”), this would development would still clasiffy as a change of use and an application permission would be necessary.
Contact the planning department of our local planning authority (NCC) for advice
Apply online via the Planning portal or in paper format to the Local Planning Authority
Outline application (submit “reserved matters” later)
Full application
Applicant will receive their decision in a letter within 8 weeks (this period can be extended to 13 weeks, applicant would be of these extensions notified in due time), this will be either approval, permission subject to conditions, or refusal. If the application is approved and planning permission is granted, development has to commence within 3 years from the decision (unless agreed otherwise), if it does not, the applicant will likely have to submit the application again. It may be possible to make minor changes as the development proceeds but the applicant should check the position with the Local Planning Authority first. Any significant variation would require a further planning application. The planning permission is bound to the land not the applicant, therefore if the land is sold, the planned development can still proceed. The application might also be granted the permission subject to conditions. These are commonly related to:
Submit application with correct fee and necessary supporting documents
Local planning authority validates application (and potentially requests missing documents)
Local planning authority acknowledges valid application
•
an economic objective: "to help build a strong, responsive and competitive economy" - the proposed development (theatre) would be supporting tourism as well as providing jobs for locals, and subsequently stimulating the economy
•
a social objective: "to support strong, vibrant and healthy communities" - the proposed programme would provide Morpeth with a platform for creative expression and encourage community engagement (not just the theatre but mainly the workshop for community activities)
•
an environmental objective: "contribute to protecting and enhancing our natural, built and historic environment and adapt to climate change" Design will strive for low carbon solutions to design and look for ways to contribute to biodiversity of Carlisle Park.
Local planning authority publicises and consults on application
Application considered by Planning Officer or Planning Committee
Permission refused
Change proposal and submit new application
Application not decided in 8 weeks
Right of appeal to the Secretary of State
Permission refused
Permission granted Permission granted with conditions Permission granted
Start work within time limit, and comply with conditions
Planning Processes
Once all necessary documents and information are acquired, a full detailed planning application can be submitted to NCC via the planning portal. Appointed planning officer will then complete the application as an acting agent of the client.
Receiving a decision
1.2
To reduce the risk of loosing time because of the inquiry being refused during the formal application, a pre-application is submitted to the local planning authority (in this case Northumberland County Council) before submission of the formal application. This would usually happen in Stage 0-1 of the RIBA Plan of Work. They will advise us on the likelihood of acceptance of our application and what could possibly be done to rise those chances. Even though the pre-application requires only a completion of a form and a scaled site plan, it may be beneficial to submit as much information as possible (the closer to the full application the better), as this will give the planning officer a better understanding and overview of the proposed scheme. The scheme for the Morpeth Theatre would be classed as a major development, as the floor space exceeds 1000m2. Due to this, the fee fro this would be £2000 (inclusive of VAT). The applications target for response in 35 working days. When the feedback is received, potential changes to the design, which can then be formulated into a full planning application.
The planning officer then validates the application (within 10 working days) which is consequently placed on local planning register and assigned a reference number. The local planning authority will publicise the application and consult on it. This process is open to public so they can express their opinions and concerns and will be delivered to surrounding occupants as well as local administration bodies. Relevance of these comments are then assessed as part of the authority’s decision. Planning department prepares the final report and will make a decision on the application. Based on 3400m2 of the gross external floor area (GEFA), the calculated fee for the planning application would in this case be £21 252 (VAT included).
Component Demolition Foundation Rigid insulation Timber flooring
Slab foundation* Kingspan Kooltherm K103 Insulation Board Kronotex Amazone 10mm Siberian Spruce Laminate Flooring In concrete, 2m deep Including installation
Un i t
Rate (£)
Total cost
Lifts, staircases, and ramps
£50,000.00 m2 m2
186.00 55.07
£440,262.00 £130,350.69
2367
m2
12.98
£30,723.66
1 2500
nr m
10500.00 230.00
£10,500.00 £575,000.00
340 665
m2
95.17 125.00
£32,357.80 £83,125.00
1197.55
m2
15.81
£18,933.27
1154.58
2
m
1.50
£1,731.87
2
Seating
Cinema projection screen Toilet facilities
Superstructure Glulam frame Steel trusses External spruce cladding General internal finish (in corridors)
Spruce glulam (300x400) Reinforcing of existing structures Planed Spruce Shiplap Cladding (L)3m (W)119mm (T)14.5mm Smooth Spruce Tongue & groove Cladding (L)1.8m (W)95mm (T)7.5mm
m
Cavity wall insulation
150mm Knauf DriTherm Cavity Slab 34 Super
1154.58
m2
12.73
£14,697.80
External doors
Double-glazed, 4 wings Double-glazed, double wing Solid timber (spruce), double wing Solid timber (spruce), single wing Double glazed wall windows Double glazed pitched skylight Glulam beams supporting spruce flooring on joists Composite roof system hoisted on the glulam frame Eaves gutter Theatre/cinema walls - 400mm (structure, soundproofing and finishes) General partition wall - spruce structure and finishes
2 1 1 52 148.55 280
nr nr nr nr m2 m2
4200.00 2500.00 850.00 130.00 525.00 985.00
£8,400.00 £2,500.00 £850.00 £6,760.00 £77,988.75 £275,800.00
957
m2
480.00
£459,360.00
2096
m2
190.00
£398,240.00
222
m
140.00
£31,080.00
612
m
2
230.00
£140,760.00
539.4
m2
85.00
£45,849.00
12 50 8 1 6 1 2 20.1 298 52 60 1 20 30 4 5 1 2
nr nr nr nr nr nr nr m2 nr nr nr nr nr nr nr nr nr nr
250.00 32.50 78.30 8650.00 35.40 70000.00 21000.00 450.00 18000.00 200.00 120.00 33000.00 420.00 525.00 800.00 400.00 270.00 525.00
£3,000.00 £1,625.00 £626.40 £8,650.00 £212.40 £70,000.00 £42,000.00 £9,045.00 £5,364,000.00 £10,400.00 £7,200.00 £33,000.00 £8,400.00 £15,750.00 £3,200.00 £2,000.00 £270.00 £1,050.00
1
nr
120000.00
£120,000.00
1
nr
150000.00
£150,000.00
Internal doors Windows First floor structure Roof
Partition walls
CCTV
Lifts, staircases, and ramps
Seating
Cinema projection screen Toilet facilities
CCTV Ventilation system
Theatre lights Corridor LED lighting Café hanging lighting Cinema projector Desk lights for offices Lift - spanning two floors Staircase - 20 risers + one landing Ramp 2000x10000x800 (rise) Fixed retractable seating Removable seating for the theatre Removable seating for the café 6500x2000 Hand wash basin Toilet Disable access toilet Urinal Shower Kitchen sink Including fire alarms, public address system and security cameras
1 1
Ventilation system
Total built cost
£8,100,198.64
Construction management - site establishment and supervision (15%)
£1,215,029.80
Contingency (5%) Architect (6%) Quantity surveyor (2%) Structural engineer (2%) Total professional fees
£405,009.93 £486,011.92 £162,003.97 £162,003.97
£2,430,059.59
Gross total
£10,530,258.23
Fixtures Lighting
Business Case
2367 2367
8 1 6 1 2 20.1 298 52 60 1 20 30 4 5 1 2
1.3
Lift pit Drainage
Specification Q u an t it y Old structures - brick walls, building to the east, one steel truss Substructure
Café hanging lighting Cinema projector Desk lights for offices Lift - spanning two floors Staircase - 20 risers + one landing Ramp 2000x10000x800 (rise) Fixed retractable seating Removable seating for the theatre Removable seating for the café 6500x2000 Hand wash basin Toilet Disable access toilet Urinal Shower Kitchen sink Including fire alarms, public address system and security cameras
Based on the gross total estimation above, total cost per m2 of footprint can be estimated at £3217.65 Unless specified otherwise, all prices have been taken from Spon’s architects’ and
Builders’ Price Book 2021
All prices are only rough estimates, as the project becomes more detailed, the qualities and quantities may change, which would consequently change the overall price as well. The Elemental cost plan is monitored over the course of the project by the quantity surveyor (cost consultant), ensuring that the project cost remains under control.
* the slab foundation is already on the site, however it need to be inspected by a structural engineer and possibly a geotechnical engineer to make sure it is stable enough/suitable for new built - if it is, its price can be deduced from the total built cost, however if it is not suitable, the foundation will have to be done again, further rising demolition cost
There is many different arrangements of the procurement, depending on the project and preferred approach, however it is generally accepted that there are four key methods (those are based solely on key defining characteristics, details may vary):
• • • • • • • • •
• • • •
who employs the design team when the construction team are appointed when the construction team is starting to get involved who might inspects the building works as they progress how the Project Programme is structured who is contractually responsible for Project Risks who is responsible for the design when the specialist subcontractors become involved what information is required for inclusion in the Building Contract.
For the Morpeth Theatre project the most suitable option out of the four would be the management contracting approach , however considering the size and location of the project, finding available specialists might prove problematic, for this reason the traditional procurement route might be more suitable.
Design and Build Client
Contractor
Subcontractor
Consultant
Subcontractor
Consultant
Sub-consultant
One of the main advantages of this approach is the greater certainty, as the design finalised before contractors are appointed, and so there is clarity about precisely what is required and how much it is likely to cost. However, this also means the whole process is slower and the contractor is not able to help improve the buildability of the project.
Sub-subcontractor
Supplier
Management Contracting The management contracting approach has the shortest project programme duration as there is a great overlap between design, procurement, and construction. The works here are constructed by number of different work contractors who are contracted to the management contractor, who is appointed by the client early in the design process and their can therefore be used to improve buildability and cost of the proposal. This approach is most suitable for time sensitive projects which demand more flexibility as changes can be made throughout the construction (although this may lead to additional expenses). It also allows for higher quality of work as each task is carried out by specialist work contractor, however this may also cause delays in work, if there is a lack of available specialists.
control over design is not the main concern of the client.
In the design and build method, the main contractor is appointed by the client to design and construct the works. A single contractor is responsible for delivering the entire project. Furthermore if the client wants to have more control over the design,they may employ a consultant who will prepare the concept design or outline specification, based on which the contractor then carries out the project (this .
Client
Contractor
Subcontractor Subcontractor
Consultant Subcontractor
Advantages of this procurement route are the single point of responsibility throughout the project and earlier start on site as the contractor is involved since the beginning. However it may be hard for the client to prepare a sufficiently comprehensive brief and they have to commit to a concept design early in the process, giving them less flexibility for potential changes. For those reason this approach is more common for simpler projects where the
Consultant
Consultant
Consultant
Supplier
Collaborative/Integrated Construction manager Trade/works contractor
Subcontractor
Trade/works contractor
Client
Trade/works contractor
Consultant
Consultant
Sub-consultant
The collaborative/integrated approach appeared only recently and means that the client and other team members (consultants, contractors, etc.) agree to work collaboratively towards a shared objectives in time, cost and quality. Consequently they may also share intentional risks as well as losses and rewards. This approach eliminates any barriers between different parties and maximises their potential. This approach usually results in shorted duration of the programme, however due to the large amount of people involved, it also requires more management and control over each party to ensure that everyone is well informed if the project’s progress. Due to the flexible nature of these agreements there are many different variants an hybrids of this procurement route, these adjusted to suit the specific project.
Different types of the collaborative procurement route include (but are not limited to): • • • •
Alliancing Partnering Frameworks Public private partnership (PPP)
Procurement Route
Traditional procurement route The traditional procurement route (sometimes also referred to as the ‘Design-bid-build’ approach) is the most common one. In this contracting approach, the design is carried out by client-appointed consultants, who are members of the design team. The chosen contractor, who has no input into the design, is then responsible for constructing the project in accordance with the design.
Traditional Design and build Management Contracting Collaborative/Integrated
2.1
The procurement route is chosen early on in the project and it has a fundamental impact on the organisation of the project (especially then from Stage 4 onward). The chosen procurement strategy mainly influences:
The cost plan represents the expected construction cost of the building and therefore does not represent the whole project budget (it covers only Stage 5), however the cost of the whole project still has to be controlled throughput all stages, this is monitored by the quantity surveyor (or cost consultant), who ensures that the project does not go over the agreed budget.
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Stage 1 - Preparation and brief • • • •
Prepare order of cost estimates to test the feasibility of achieving the emerging Project Brief including the Quality Aspirations and Project Strategies when carrying out Feasibility Studies. Breakdown the cost of elements to highlight any areas which may cause Project Risks. Agree on the Project Budget. Identify the cost consultant expertise required in the design team and appoint a Q S, who will ensure that the budget is not exceeded (if they have not been appointed yet).
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This costing method assigns indirect costs to activities and to the products based on each product’s use of activities. Activity-based costing is based on the following premise: Products consume activities; activities consume resources. the manager identifies the activities which generate cost and comes up with solutions to reduce these, either by using the resources more effectively or by eliminating unnecessary activities completely.
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Prepare an initial formal Cost Plan, taking in consideration the initial design parameters set in the concept design; including an elemental analysis of significant cost elements and initial bulk quantities of key items set out in the Outline Specification. Review the cost implications of iterations of the Architectural Concept, taking into account the Project Outcomes, the Procurement Strategy, Project Programme implications and Project Risks. Show that the Architectural Concept and Outline Specification are aligned to the Project Budget in the Cost Plan (ensured by the QS).
Stage 3 - Spatial coordination • • •
Carry out Cost Exercises to allow more detailed aspects of the design. Project Strategies and Outline Specification are to be tested, using Design Studies and involving suppliers or specialist subcontractors if necessary to determine affordability. Update the formal Cost Plan iteratively with increasing levels of cost certainty as greater detail of the architectural proposal is developed to compare with the Project Budget; greater certainty allows any cost increases to be balanced by reductions in the project contingency.
BIM-based cost management This method of cost control is used mostly for larger projects, it plays an important role in achieving accurate information about the project and the amount of materials (incl. their cost) which will be necessary for the project and therefore it improves project management level and project cost efficiency as the influence on the cost by any change in design is immediately visible.
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Lean project management The LPM works by reducing the time required to complete the project, as the longer a project takes to complete, the more money it will cost. It sort all tasks completed on the project into three categories: value-added, enabler, waste. The first group are tasks which generate value for the customer, second group are tasks which do not generate value but are still necessary for the progress of the project, all other tasks fall into the third group, these do not generate any value nor are they necessary, these are the ones the LPM is trying to reduce, the less time spent on these the more time can be spent on the value-added tasks.
Stage 2 - Concept design •
Activity-based cost management
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Value engineering Value Engineering uses techniques to solve problems, identify and remove unwanted costs in construction, and overall increase the value of the project. To achieve this it considers: material availability, construction methods, transport, planning and organising, and site restrictions and limitations. Without the value engineering systems, many issues within the project may cost more than they should, this is usually because of: lack of information, change in owner requirements, outdated standards and specifications, or just lack of communication. This method of cost control does not only improve the cost of the project but it also for example improves sustainability and reduces paperwork.
Stage 4 - Technical design
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Continue monitoring the cost of any variations to the Building Contract. Prepare and issue interim valuations for payment for works completed as agreed in the Building Contract. Manage the cost of items outside the Building Contract which form part of the overall project (e.g. furniture, fittings and equipment).
e ng a h of c Cost
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Stage 5 - Manufacturing and construction
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Continue updating the formal Cost Plan in line with the current stage of the proposal, adding a detailed elemental analysis of cost, together with a full bills of quantities, unit cost items or pricing schedules; the final Cost Plan becomes a pre-tender cost estimate. Review Contractors Proposals (tender returns), including any alternatives proposed to reduce costs, compare these to the Cost Plan, Quality Aspirations, Building Regulations and Project Strategies. Identify Project Risks and uncertain areas of work where provisional sums are required.
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Triangle constraint
o ch ang e Time
The sooner a change to the design is made, the less it is going to cost
Quality
Tendering and Cost Control
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Prepare a rough order of cost estimate capturing a calculation of the Project Budget to meet the Client Requirements, which takes into consideration any Project Risks. The estimated construction cost might only be stated in terms of estimated cost per square metre and used as a base sum for the Project Budget (shown as part of the Business Case, with added professional fees). Determine whether a quantity surveyor (QS) is needed on the client’s team at this stage (if not they will be appointed to the design team in Stage 1).
There is several different methods to control the cost once the project budges has been agreed on, these are some of the more common ones:
2.2
Stage 0 - Strategic definition
The Gantt chart below shows the expected progress and duration of the project’s pre-construction stages. The programme follows the path expected for the activities and processes required by the traditional procurement route. The stated time are estimates and might change as the project progresses and new information is revealed, so there is a possibility that some of these task s will slightly overrun due to delays and some might be processed faster, however the order of steps should stay unchanged to avoid any unnecessary extensions and setbacks caused by miscommunication between different parties as everyone will be following the same programme. Any additional delays might mean unexpected expenses and fees for the client.
2.3
Work stage
Task
Duration 3 weeks
Prepare client requirements Develop business case Ratify option that best deliveres client requirements Undertake site appraisals Stage 1 - Preparation and brief
13 weeks
Prepare project brief (project and sustainability outcomes, quality aspirations and spatial requirements) Undertake feasibility studies Agree project budget Source site information (incl. site s u rv eys ) Prepare project programme Prepare project execution plan Stage 2 - Concept design
7 weeks
Prepare architectural concept (incorporating strategic engineering and aligned to cost plan, project strategies and outline specification ) Agree project brief derogations Undertake design reviews with client and project stakeholders Stage 3 - Spatial coordination
8 weeks
Undertake design studies , engineering analysis and cost exercises to test architectural concept resulting in spatially coordinated design aligned to updated cost plan, project strategies and outline specification Initiate change control procedures Stage 4 - Technical design Develop architectural and engineering technical design Prepare and integrate specialist subcontractor building systems information Tendering process
13 weeks
Programme
Stage 0 - Strategic definition
WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK WK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46
C
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B
a
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Morpeth currently lacks any performance space, this new proposed building would change that by offering both cinema and theatre spaces to the community as well as a workshop and space for art exhibition on the first floor. The proposal also has a café space on the ground floor for people to meet at before visiting the theatre/ cinema.
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The Morpeth Theatre of Woods and Water was not designed to fit the area and blend in with the surrounding buildings, Rather it was designed to be seen and noticed it is meant to stand out and attract attention, to be approachable and welcoming as all public buildings should. H
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Ground floor plan A. B. C. D. E. F.
Reception/box office Entrance lobby Exterior seating for the café Bike stands Café Café servery with a kitchen and a small storage G. Control room H. Cinema hall (still has a stage so can be used for talks/presentations as well) I. Intermissions bar J. Theatre hall
Form of the building mainly followed the original structures left from the garage with the addition of skylights to provide the building with natural light. Openings in the building should also improve its relationship to the surrounding area, especially towards the William Turner Garden and the River Wansbeck.
K. L. M. N. O. P. Q. R.
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Costume storage Changing rooms Toilets and shower for the actors Toilets for the theatre/cinema visitors Staff toilets Cleaning storage Plant room Ancillary spaces (3 offices and a meeting room) with kitchenette (and social space for the staff) Separate entrance for staff with parking and bike storage
First floor plan a. b. c. d. e. f.
Balcony with a view towards the river Exhibition space Workshop/space for community activities Storage Theatre balcony and loges (as shown below) Hidden viewing platform on level with William Turner Garden (for intermissions or waiting before the play starts)
Long section
Design Principles
The materials have been chosen primarily with sustainability in mind, however, it also helped to improve the environmental qualities inside the building (including acoustics). Timber in contrast to surrounding buildings, which are built mainly out of bricks or stone, will also seem more inviting and warmer, making it easier for people to engage with eh building and come inside. As it would be the only building in Morpeth made entirely out of timber, it would naturally stand out and attract attention of tourists as well as locals, in addition to it being the only theatre/cinema in a 10km radius.
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3.1
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The proposed new built responds directly to its surrounding context, including shape, scale, materiality, roof style and other elements of the design, whether it is in contrast to its surrounding or in harmony with it.
North Elevation (Hill Gate) - showing the window arrangement and contrast of materiality
Site plan
Cross section (through the east wing) - showing the height relationship to surrounding building as well as Ha'Hill
Contextual Response
The size and ratio of opening facing Hill Gate have been chosen to fit the openings on the Waterford Lodge Hotel which is neighbouring the new built (only the closest windows as the size and ratio of the windows varies). The building does not have many openings towards the parking yard of the Waterford Lodge Hotel as these would not provide many views nor much light for the proposal, rather there are large skylights to ensure enough natural light within the building and the opening are in the north towards Hill Gate when the café has been positioned, providing its customers with views towards the River Wansbeck and through Wasnbeck Street also the Morpeth Chantry. On its south façade the proposed building would create new connection to the William Turner Garden via a large window in the hidden viewing platform on the first floor which would provide beautiful views for its visitors.
3.2
The shape and extents of the footprint of the building has been based on the footprint of the previous structures on the site and the angles of the walls which neighbour the Waterford Lodge Hotel have been positioned to be a parallel continuation of the hotel’s walls (marked in red). And the scale was based on the previous structures on the site as the new building is using the original steel trusses, exceeding the original height only in the extensions and the elevated skylights (outlined in blue) and solely by 1.8m, this way the building does not obstruct any former views from the surrounding buildings nor from Ha’ Hill. The materiality, on the other hand, has been chosen to contrast the surrounding buildings which are made predominantly in brick and stone. As the building is constructed mainly in timber, which is perceived as softer and warmer than brick and stone, the building will naturally stand out and attract attention of by-passers, who should feel welcome to come in and interact with the building. Timber has also been chosen with sustainability in mind, as sitka spruce forms over 30% of all trees in the North East and it grows at higher rate than other trees (1.5m/year until mature), which means it can be easily regrown. Sitka spruce trees also need a lot of space and light to grow so it is actually beneficial for the forests to be regularly thinned to make more space for younger trees so they can grow to their full size.
Due to the site’s location close to the town centre, people can approach the site from many different directions, however the main entrance is in the north, facing the river Wansbeck, along with the secondary entrance (leading to the café) from the Wansbeck Street (Chantry Footbridge).
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Wansbeck Street
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The paving of the outside seating of the café blends in to the pavement creating a ill new public space (the se H Goo traffic on this street is minimal to none)
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The Waterford Lodge Hotel
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Private staff entrance Morpeth Court with 6 parking spaces and bike storage with 8 slots
William Turner Garden
Carlisle Park Ha’Hill
Existing public parking - approx. 20 spaces (used mainly by the Waterford Lodge Hotel guests)
Access Proposals
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Main theatre/ cinema entrance and secondary entrance for the café
3.3
Staff has a separate entrance in the east, towards Castle Square, with parking spaces so they do not have to park far away, especially when delivering supplies for the theatre or the café. The decision not to create any new parking spaces for the visitors was made because the site is easily approachable form public transport or from nearby car parks (both public transport and parking are marked on the left-hand side map). Instead of the on-site parking there are bike stands and bike storages to further encourage people to use more sustainable means of transport.
Portable cabins and toilets for the workers
Structures to be demolished before the start of construction
Temporary mesh fencing at perimeter of the site to restrict unauthorised access
Placement of warning signs at entrances to the construction site
Structures that will need to be inspected and potentially repaired as they are to be re-purposed
Hill gate might need to temporarily close, to ensure safety of any public personnel, this measure would be implemented especially during demolition of the structure in the north of the site and limited the access might be limited for delivering larger materials. The demolition of the building in the east might require limiting the traffic in the marked section of Castle Square for the same reason. Both closures will have to take in consideration pedestrian access to adjacent buildings and the road traffic (mainly on Castle Square).
Portable cabins and toilets (as well as other necessary facilities) will need to be set up at site, primarily in the north while the demolition works take place and after the building in the east is demolished and the construction starts the cabins will move to the east wing (future staff parking) to limit any further interference with the construction.
Some of the structures will need to be demolished and the material taken away before the construction can start - this will likely be carrier out by a different company than the construction contractor. All demolition works have to be executed in accordance with British Standard 6187 - Code for full and partial demolition.
Temporary mesh fencing is to be put up around the site to ensure that no unauthorised personnel will enter the site, as they may put themselves as well as the workers at danger.
Warning signs are to be put up along with the mesh fencing to inform the general public of the potential danger, these need to be visible to both pedestrians and vehicles when approaching the site from any direction.
The existing steel trusses (marked on the diagram) will need to be inspected prior to any construction and potentially repaired or partially replaced to ensure they can carry the weight of the new construction.
Health and Safety - Pre-construction
Area which might temporarily close during construction
4.1.1
Before the construction of the new built can start (after mobilisation), pre-construction measures and works/demolitions have to take place, those may include for example temporarily closing some of the adjacent streets, putting up warning signs or setting up exterior fence/mesh to prevent people from entering the building site which would be in conflict with the Health and Safety Regulations.
The glazing, especially the elevated skylights, present a large risk as they need to be handled with a crane and there is a risk of breaking. Good coordination and caution of all the workers is key, to make sure nobody is at risk. Everyone should be aware what is happening at the site at all times to prevent any risk caused by negligence or carelessness. Same precautions should be in place when installing other windows even when they are not positioned high, they often have large glass surfaces which are prone to breaking when handled carelessly.
The original foundation needs to be inspected and evaluated to determine whether it needs to be replaced or if it is stable enough to carry the new structure. Further ground works are to be undertaken, specifically surveying of existing services to remove any risks of contacts with gases and electricity and well as undermining. Any excavations have to be properly marked and a barrier around them should be established to prevent any anyone from falling in. Control of hazardous substances is also necessary. Workers have to be equipped with waterproof gloves, trousers and footwear when handling any chemicals or unknown substances found on site.
Health and Safety - Construction Phase
After examining and evaluating the original steel frame and potential repairs, the steel frame extensions can be mounted on top of the original frame. A crane will be used again to put them in place, only skilled and trained workers should be operating heavy machinery such as cranes to prevent any potential risks that may be caused by lack of experience. Great co-ordination will be important again to ensure no one is in the way of the crane or underneath of the lifted loads. As the structure may not be completely stable until welded in place, restrains should be used to ensure stability, this will also improve the quality of the welding as the structure will be put firmly in place before welded.
4.1.2
Putting the new timber frame trusses in place might pose a number of risks, they need to be placed using a crane as their part are prefabricated and will need to be assembled before placed in position. After the new trusses are in place, works on the roof can begin, this will pose a number of new risks as the workers have to work in height. To minimise the danger of falling, worker will be required to use safety harnesses when working in heights. As there is also the risk of falling materials, high level of co-ordination of activities and movements is very important to ensure no one is in the working underneath the roof constructions when materials are being transported and handled in great above.
To prevent the side air vents from getting blocked with dust, the filters have to be cleaned and exchanged regularly, this will be have to carried out from the interior using a ladder, creating similar risks to cleaning the horizontal timber planes.
The cinema and theatre curtains will need to be regularly taken down and washed to prevent dust from gathering inside the fabric. These curtains can be considerably heavy and one person should not be taking them down without help
Health and Safety - Occupation
The elevated skylights are the main source of natural light in the building and therefore need to be kept clean, this can be ensured by external treatment which would repel any immediate stains, however when this treatment will need to be reapplied and the skylights cleaned properly, the workers are to wear harnesses to minimise any risk of falling.
The top of the cinema/theatre halls will also need to be regularly cleaned as the visitors can see the top from the gallery on the first floor. These spaces can be reached via a ladder from the ground floor and the roof of the cinema/theatre hall is reinforced enough to carry a person. However the worker should still be cautious around the edges and when climbing the ladder as the edges of the halls are not straight (due to the horizontal planes) the ladded should be braced against the trusses instead of the halls themselves.
4.1.3
Even the pitched roof, not just the flat one, has to be cleaned regularly to prevent clogging of the gutters and ensure there is nothing in the way of the water collection. To minimise any risk of falling, the cleaner will have to use harnesses while climbing up the roof
The horizontal timber planes which are installed throughout the building as a part of design as well as acoustic insulation for the theatre and cinema halls, have to be cleaned daily within the reach of the cleaner as some of the planes are used as seat and tables, however the higher planes will have to be cleaned with the help of a ladder, posing further safety risk which needs to be addressed with further training and potentially additional support (harnesses) for higher planes.
Requirement specified in Building regulations part B: Minimum of 2 escape routes for a maximum of 600 people
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Calculated farthest point to exit: 26.5m
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The maximum travel distance in areas with seating in rows where exit is possible in more than one direction is 32m (theatre/cinema), elsewhere up to 45m
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Minimum width of escape rout 1050mm and for 220 people maximum
4.2
•
Calculated farthest distance to an exit in proposed scheme is 26.3m (the required maximum distance is 27m). All escape routes require sufficient lighting and marking.
Fire vehicle access achieved within 45 meters from the farthest point of the building, there are two options, either the vehicle parks within the Waterford Lodge Hotel parking courtyard to reach the whole building from one point or in the case that this position is inaccessible there are two other points (one on the north and one in the south) which together provide a sufficient range to reach the whole building.
Fire alarms/detectors are in accordance with British Standard 5839 (Fire detection and fire alarm systems for buildings. Code of practice for design, installation, commissioning and maintenance of systems in non-domestic premises).
Plant room as well as kitchens re at a high risk and are therefore to be by enforced fire-resisting construction to confine any potential fires.
Proposed positions of fire extinguishers in accordance with he Approved Document B.
Building Regulations: Part B
Two assembly points in spaces that will ensure safety from the traffic and that people will not get in the way of the fire fighters.
The elevator has the inner dimensions of 2m x 2m to ensure that any wheelchair user will be able to comfortably turn around and exit the elevator, however if this is for some reason impossible, there is to be a mirror on the wall opposite to the elevator door which the wheelchair user can use to see the space behind the wheelchair. The handle on the wall is to be placed in a way that does not obstruct the view of the mirror.
4.3
All door sills are sunk onto the ground level to ensure an easy wheelchair access. Additionally all external doors are to be both manual and button operated to reduce the force needed to open the door to minimum . All of the publicly accessible spaces are either on one level or accessible by a lift, the ancillary spaces in the east wing are connected via a ramp*
Height of the bar and reception are to be lowered to 850mm at parts to enable use by wheelchair users.
All passages and corridors are at least the minimum width of 1200mm
Disabled toilets are part of every lavatory (therefore 5 in the whole building, one reserved for staff members only). They are sized slightly more generously than the dimensions required by the Approved Document M (diagram below) and they are always positioned in a way that ensures enough space in front of the cubicle to create clear passage into and from the cubicle.
Side seats in the first row of the cinema and theatre are to be removable to allow a space for wheelchair users without blocking the exit routes
*The ramp connecting the public space with the 800mm elevated ancillary spaces is 9.6m long and therefore following the 1:12 easy access ratio defined in the Approved Document Part M
Unisex wheelchair-accessible toilet with corner WC (Approved Document M Volume 2, p 50)
Building Regulations: Part M
Key dimensions associated with passenger lifts (Approved Document M Volume 2, p 34)
Stage 0
Stage 2
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Stage 1
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Cibse.org (no date) CIBSE - What is Building Services? Available at: https://www.cibse.org/building-services/what-s-sospecial-about-building-services-engineer (Accessed: 19 Feb2021) Designingbuildings.co.uk (2020) Building services engineer. Available at: https://www.designingbuildings.co.uk/wiki/ Building_services_engineer (Accessed: 24 Feb 2021) Designingbuildings.co.uk (2020) Lighting designer. Available at: https://www.designingbuildings.co.uk/wiki/Lighting_ designer (Accessed: 19 Feb 2021) Designingbuildings.co.uk (2020) Party wall surveyor. Available at: https://www.designingbuildings.co.uk/wiki/Party_wall_ surveyor (Accessed 18 Feb 2021) Designingbuildings.co.uk (2020) Public health consultant. Available at: https://www.designingbuildings.co.uk/wiki/Public_ health_consultant (Accessed: 15 Feb 2021). Designingbuildings.co.uk (2020) Quantity surveyor. Available at: https://www.designingbuildings.co.uk/wiki/Quantity_ surveyor (Accessed: 18 Feb 2021) Designingbuildings.co.uk (2020) Sui generis use class in planning. Available at: https://www.designingbuildings.co.uk/wiki/ Sui_generis_use_class_in_planning (Accessed: 3 Mar 2021) Designingbuildings.co.uk (2021) Acoustic consultant. Available at: https://www.designingbuildings.co.uk/wiki/Acoustic_ consultant (Accessed: 16 Feb 2021) Designingbuildings.co.uk (2021) Party Wall Act. Available at: https://www.designingbuildings.co.uk/wiki/Party_Wall_Act (Accessed: 23 Feb 2021) Designingbuildings.co.uk (2021) Structural engineer. Available at: https://www.designingbuildings.co.uk/wiki/Structural_ engineer (Accessed: 20 Feb 2021) Discharging planning conditions - Planning (no date). Available at: https://www.devon.gov.uk/planning/apply-forplanning-permission/discharging-planning-conditions (Accessed: 10 Feb 2021). diy.com (no date) Planed Spruce Shiplap Cladding (L)3m (W)119mm (T)14.5mm. Available at: https://www.diy.com/ departments/planed-spruce-shiplap-cladding-l-3m-w-119mm-t-14-5mm/1013951_BQ.prd (Accessed: 10 Mar 2021). Insulation Super Store (no date) Kingspan Kooltherm K103 Insulation Board 2400mm x 1200mm x 150mm - 5.76m2 Pack (2 sheets) Available at: https://www.insulationsuperstore.co.uk/product/kingspan-kooltherm-k103-2400mm-x-1200mm-x150mm-5-76m2-pack-2-sheets.html (Accessed: 13 Mar 2021) Leader Floors (no date) Amazone 10mm Sibirian Spruce Laminate Flooring. Available at: https://www.leaderfloors.co.uk/ flooring-c7/laminate-flooring-c332/planked-laminate-flooring-c886/amazone-10mm-sibirian-spruce-laminateflooring-d2967-p54208 (Accessed: 15 Feb 2021). Making an application (2018). Available at: https://www.gov.uk/guidance/making-an-application (Accessed: 30 Mar 2021). Mapapps2.bgs.ac.uk (no date) Interactive Map Viewer | Coal Authority. Available at: https://mapapps2.bgs.ac.uk/ coalauthority/home.html (Accessed: 17 Mar 2021) Murdoch, J. & Hughes, W. (2008) Construction Contracts: Law and Management. 4th edn. London: Taylor & Francis Planning Portal (no date) Fee Calculator. Available at: https://1app.planningportal.co.uk/FeeCalculator/StandaloneFeeCalc ulator?calculationSession=bef963d5-9e8d-4ae4-84f7-5270692c7a03 (Accessed: 23 Feb 2021) Planning Portal (no date) How applications are processed. Available at: https://www.planningportal.co.uk/info/200232/ planning_applications/58/the_decision-making_process/3 (Accessed: 21 Feb 2021). Planning Portal (no date) Use Classes | Change of use | Planning Portal, Planningportal.co.uk. Available at: https://www. planningportal.co.uk/info/200130/common_projects/9/change_of_use (Accessed: 12 Mar 2021). Planning Portal (no date) What it costs | How to apply | Planning Portal, Planningportal.co.uk. Available at: https://www. planningportal.co.uk/info/200232/planning_applications/59/how_to_apply/7 (Accessed: 3 Mar 2021). Planningportal.co.uk (no date) Use Classes | Change of use | Planning Portal. Available at: https://www.planningportal. co.uk/info/200130/common_projects/9/change_of_use (Accessed: 3 Mar 2021) Theatreconsultants.org.uk. (no date) Institute of Theatre Consultants. Available at: https://theatreconsultants.org.uk/ (Accessed: 21 Feb 2021)
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Biomass in live woodland trees in Britain - Forest Research (no date). Available at: https://www.forestresearch.gov.uk/ research/biomass-in-live-woodland-trees-in-britain/ (Accessed: 20 Mar 2021) Gray, C. (1994) The Successful Management of Design : a Handbook of Building Design Management. Reading: University of Reading
Stage 4 • • • •
Building Regulations (2010) Access to and use of Buildings: Approved Document M. Available at: https://www.gov.uk/ government/publications/access-to-and-use-of-buildings-approved-document-m (Accessed: 26 mar 2021) Building Regulations (2010) Fire Safety: Approved Document B. Available at: https://www.gov.uk/government/publications/ fire-safety-approved-document-b (Accessed: 26 mar 2021) The Construction (Design and Management) Regulations (2015). Available at: https://www.legislation.gov.uk/uksi/2015/51/ schedule/3/made (Accessed: 28 Mar 2021) Understanding Construction Site Safety Signs (2020). Available at: https://www.haspod.com/blog/construction/ understanding-construction-site-safety-signs (Accessed: 15 Mar 2021)
Bibliography and Sources
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4.1 Activity-Based Costing and Management | Managerial Accounting (no date). Available at: https://courses.lumenlearning. com/managacct/chapter/activity-based-costing-and-management/#:~:text=Activity%2Dbased%20costing%20is%20 a,consume%20activities%3B%20activities%20consume%20resources. (Accessed: 29 Mar 2021) 6 Most Popular types of tendering methods: with Pros & Cons (no date). Available at: https://quantitysurveyor. blog/2019/10/05/how-to-tender-tendering-methods/ (Accessed: 21 Mar 2021) Collaborative procurement in the construction industry (2021). Available at: https://www.designingbuildings.co.uk/wiki/ Collaborative_procurement_in_the_construction_industry (Accessed: 10 Mar 2021) Design and build procurement route (2021). Available at: https://www.designingbuildings.co.uk/wiki/Design_and_build_ procurement_route (Accessed: 3 March 2021) MacAdam, T. (2009). Lean project management: slashing waste to reduce project costs and timelines. Available at: https:// www.pmi.org/learning/library/lean-project-management-reduce-factors-6745 (Accessed: 28 Mar 2021) Management contractor (2020). Available at: https://www.designingbuildings.co.uk/wiki/Management_contractor (Accessed: 28 Feb 2021) Procurement route options pros and cons (2020). Available at: https://www.designingbuildings.co.uk/wiki/Procurement_ route_options_pros_and_cons (Accessed: 3 March 2021) Procurement Route Selection and Analysis (2018). Available at: https://www.ukessays.com/essays/construction/ procurement-route-selection-and-analysis-construction-essay.php (Accessed: 10 Mar 2021) RIBA (2020) RIBA Plan of Work 2020. RIBA, London Traditional contract - pros and cons (2020). Available at: https://www.designingbuildings.co.uk/wiki/Traditional_ contract_-_pros_and_cons (Accessed: 21 Mar2021). Traditional contract for construction (2020). Available at: https://www.designingbuildings.co.uk/wiki/Traditional_contract_ for_construction (Accessed: 1 Mar 2021)
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Chappell, D. (2003) Standard letters in architectural practice. Blackwell Designingbuildings.co.uk (2020) Briefing Documents for Building Design. Availabel at: https://www.designingbuildings. co.uk/wiki/Briefing_documents_for_building_design (Accessed: 10 Feb 2021) Designingbuildings.co.uk (2020) Types Of Consultant In The Construction Industry. Availabel at: designingbuildings.co.uk/ wiki/Types_of_consultant_in_the_construction_industry (Accessed: 10 Feb 2021) Ostime, N. (2019) Domestic Client’s Guide to Engaging an Architect. Routledge
