Capital case study: Laban Deptford, London Borough of Lewisham
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
1 Contents 2 Executive summary 3 Project background and history 4 The organisation 5 Vital statistics 6 Rationale for the project 7 Planning and project development 8 Design and tender process 9 Opening the new building 10 Operation since opening 11 Wider lessons 12 Credits
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Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
Executive summary The new Laban building is one of the most widely praised arts buildings of recent years, winning the RIBA Stirling Prize in 2003. It replaced buildings Laban had used since 1973 and which had become inadequate. Laban is one of the UK’s leading dance conservatories and in addition to formal training and education, it operates an extensive local community programme and hosts professional dance performances. The new building, designed by Herzog and De Meuron Architects, cost £23.8 million, with funding that included Arts Council England National Lottery (£12,629,336), a private funder (£2,500,000), English Partnerships and London Development Agency, London Borough of Lewisham and other funds raised from trusts and foundations. Laban contributed £809,000 from its own funds.
Work started in May 2000 and the centre opened in October 2003. The facilities include a 300-seat theatre, a studio theatre, 13 dance studios, a community studio and meeting room, a media information resource centre (with specialist library) and a generous foyer with café and bar. In line with the approach developed in its previous building, different functions (administration, rehearsals and dressing rooms) are distributed around the building and not in separate blocks.
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Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Project background and history Rudolf Laban was one of the founding figures of European modern dance and established the original Laban Centre immediately after World War II. The centre moved to Addlestone, Surrey in 1953 and remained there until moving to New Cross in 1973. By that time it had established itself as one of the foremost dance conservatories. It was the first to offer an Honours degree in dance (1976) and an MA in dance studies (1980). From the buildings in New Cross (including a former school and church buildings leased from Goldsmith’s College) an outreach programme was developed to serve the local community and a small, but growing, professional programme of dance was introduced. The buildings had been developed in a rather ad hoc way, as and when demand arose, however this resulted in a unique atmosphere and way of working with all areas of the operation (teaching, students, administration, etc) working alongside each other rather than in separate areas.
By the mid-1990s it was clear that these buildings were inadequate for the activities and were increasingly difficult and costly to maintain and operate. Under the leadership of Marion North (Laban’s director from 1972 until 2003) a review of the sites was undertaken by Burrell Foley Fischer Architects. The review concluded that the site was full, not suited to more development and that thought should be given to a new building on another site. The concept of the new centre began to be developed in 1995 and was initially tied into the overall redevelopment proposals for Deptford and the availability of the government’s Single Regeneration Budgets (SRB). Although SRB money became a less important aspect of the development as things progressed, contributing to urban regeneration remained a key feature and the basis of much of the funding support. A site was identified next to Deptford Creek, owned by the London Borough of Lewisham and used at the time as a depot.
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
The organisation The mission of the new Laban is, ‘to provide a vibrant centre of excellence for life-long learning in dance and dance-related activities, serving the future of dance at a local, national and international level’. Laban offers a wide range of professional education and training courses in all aspects of dance and dance theatre. In addition to the formal education and training programmes, Laban has long been committed to an extensive programme of community activities, which currently attract 1,000 people a week to the new building. These include regular dance classes for adults, young people and children, workshops and projects with schools, projects with children with disabilities, programmes to encourage boys and young men into dance, open days and projects and an annual summer school.
All of the above are further supported and reinforced by an extensive and regular programme of dance performances and dance company residencies including those presented in association with Dance Umbrella, LIFT and the London Festival of Mime. Currently these programmes represent some two to three performances per week. Arts Council England’s Lottery funding was focused on the building’s community dance activities and the support to professional dance development including the public performances in the new theatre. The key objective of the development was to rehouse all these programmes and their future development in a building that was fit for purpose with facilities of the highest standards. The building would also need to reflect the nature of the activities and inspire its users to greater heights of achievement.
At the commencement of the development process Laban was an independent college. In 2005 it came together with Trinity College of Music (based in Greenwich) to form Trinity Laban Conservatoire of Music and Dance and as a result is now funded by the Higher Education Funding Council of England (HEFCE).
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
Vital statistics • • •
work started on the planning of the new facilities in the mid- 1990s and work commenced on site in May 2000 with the demolition of the existing buildings. The new Laban Centre opened in October 2003 with its first intake of students and an official opening celebration was held in February 2004 project costs totalled £23,887,378 Arts Council England Lottery Capital funding totalled £12,029,366 plus an additional £600,000
Other key funders included: • • • •
a private funder who originally offered £4,500,000, but on his death this was reduced to £2,500,000 English Partnerships and London Development Agency (LDA) £1,235,000, plus a further £730,000 from the LDA Lewisham Borough £505,000 and the transfer of the land at a 50 per cent reduction on the market value Greenwich Borough and Creekside Renewal Programme from the Single Regeneration Budget £50,000
• • • •
Bridge House Estate Trust Fund £100,000 Garfield Weston Foundation £250,000 other donations totalling £518,000 Laban’s own funds £809,000
Design and project management teams Architects and lead consultants Herzog and de Meuron (UK) Ltd Project Architect Harry Gugger Project managers Arup Project Management Rob Leslie-Castor
Access consultants All Clear Design Ltd Landscape architects Vogt Main contractor Ballast (Wiltshire) PLL Arts Council England monitor Jackson Coles Construction Consultants Janice Bowman Artist’s commission Michael Craig-Martin (colour scheme for external cladding and mural to wall of theatre block) Key Laban people for the development
Quantity surveyors Davis, Langdon and Everest Roger Lewis
Chief executive during the development (since retired) Marion North
Structural and services engineers Whitby Bird and Partners
Deputy chief executive (during development) – since CEO Anthony Bowne
Theatre consultants Carr and Angier Business planning Arup Economics and Planning Acoustics Arup Acoustics Signage consultants Holmes Wood Consultancy
Client development adviser John Munday Head of finance John Jennings
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
Rationale for the project The eventual schedule of accommodation included in the building was: • • •
• • • •
the Bonnie Bird Theatre with 300 seats the studio theatre with 100 seats 13 climate-controlled dance studios (originally to be 18 but reduced to reduce costs) with appropriate support facilities – dressing rooms, lockers, toilets, and so on an outdoor theatre space within the landscaping a community studio and meeting room media Information resource centre (MIRC) alongside the archive and specialist library 100-seat lecture theatre café and bar within a generous foyer and entrance area
The key object of the project was to meet the needs of young people and of life-long learning for the wider community; as such, the development was able to address the Arts Council’s criteria for young people, professional development of artists and provision for dance – an art form that was still underrepresented in capital developments and that was generally still in a developmental stage.
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Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
Planning and project development (part 1) Detailed planning for the project started once it was established that the Goldsmith’s site was not capable of further development. The brief was created by the Laban team based on their detailed working knowledge of their existing buildings, on experience gained from a visit to the Hong Kong Academy of Arts and with assistance from Rickie Burdett from CABE (the Commission for Architecture and the Built Environment). The brief was specific about the scale of accommodation required but otherwise provided a broad concept with no limitations on how it might be developed. The ad hoc development of the old buildings had resulted in very particular ways of working, which were seen as positive and were included in the brief. An international architectural competition was held and an impressive list of practices submitted proposals with the shortlist including some of the top names in contemporary architecture. This impressive response was in the view of the appointed
architects at least in part due to the quality of the competition jury and the very effective way the competition and selection were handled. It seems that only Herzog and de Meuron visited the existing centre and therefore were the only practice to fully understand the particular working of that set-up and how that should be transferred to a new building. Arts Council funding was made available in these early stages to support the development work. Lewisham Council was, through its Mayor, very supportive from the earliest stages, making the site available at 50 per cent of the market value. This also made obtaining planning permission straightforward. A Section 106 agreement (whereby in return for planning permission a developer undertakes to provide specified facilities or services) was drawn up between the Laban and the Council that guaranteed a level of local community access and programmes – a level that has been consistently exceeded since opening.
Although the site had for many years been used for industrial uses there were no major contamination issues and excavated material has been redistributed within the site as part of the landscaping scheme, thus saving some ÂŁ300,000 in removal costs. A good working relationship was established with Arts Council England and with CABE, which provided professional help to the internal team as they developed the architectural brief. Much of the early business planning was conducted in-house, but specialist advice was sought about VAT. This resulted in partial registration in March 2000 and allowed for 50 per cent of the VAT on the development project to be reclaimed.
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
Planning and project development (part 2) Although fundraising for the partnership support was quite slow in the early stages, Laban remained determined to push forward with planning and other work, despite some advice to the contrary. Because of the then status of the school and of dance and drama within the higher education system there were no educational sources of capital support. A realistic overall level of funding had been determined at these planning stages and, as a result, as various cost plans were developed for the building, rethinking became necessary. The main casualty of these exercises was the number of studios, which were cut from 18 to 13, as well as looking at plans to retain parts of the old buildings for education purposes. Items such as solar energy screens and a green (planting) roof were also lost. The school was able to continue its full programme in its old building during the whole of the development and building period and then transfer the main operation to the new building on its completion.
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
Design and tender process (part 1) The architects were appointed after the competition and worked very closely with the project team at Laban and their other consultants on developing the detailed design. A creative and very productive, albeit sometimes combative, relationship was established between a very imaginative design team and a very strong client with clear and fully worked-up ideas as to how the building needed to work. The design process allowed time for testing and rethinking as it developed and was a continuing process throughout with an open dialogue between the client and the design team. The architects felt this was especially important with a client whose experience of the building processes was limited. This process also allowed for some significant changes, even at a fairly late stage, such as the move from a steel structure to a concrete one. This relationship also resulted in a building that was genuinely ‘owned’ by the client throughout and on completion.
The resulting building creates a powerful and highly visible focus for the regeneration of Deptford, which also respects the historic setting (including the nearby early 18th century St Paul’s Church by Thomas Archer). The main curved facade is constructed of translucent coloured polycarbonate sheets punctured by a series of large clear glass windows, which was developed in collaboration with the artist Michael Craig-Martin. During the day this gives partially obscured views into the centre’s activities as well as creating a light and airy feel to the interior. At night the building radiates light out on to the surrounding landscaping and makes the building highly visible. Within, the building is structured around a series of corridors and courtyards centred on the main theatre space with its external wall covered with Michael Craig-Martin’s mural. Colour is used throughout to add to the feel but also aids orientation within and around the building. The layout retains the mix of functions found to work so well in
the old building – so, for example, there is no separate office unit, but offices are placed around the centre alongside studios and other activities. Having set this standard it is unfortunate that other elements of the regeneration of the local area are not of this quality and indeed there is the danger that other developments will eventually distract from the Laban buildings. As is the common practice in Switzerland and other countries the architects decided to use a traditional contract (JCB 80) but to divide the work into specialist areas each with a specialist input. These three phases were demolition and site clearance; piling; and the facade and finishes. This approach also allowed the momentum to be maintained, with detailed design work continuing as the first areas of work were underway on site. It also delivered a completed building in time for the start of a new academic year. This approach however caused some concern with Arts Council monitors, but the client and architects remain convinced that it was the best way
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Design and tender process (part 2) to proceed and that the resulting extra costs were largely the result of inflation and not of the process. Indeed the architects are convinced that this approach is largely responsible for the quality of the building work. Demolition work started on site in May 2000 and the main contract was let in March 2001, but with a large proportion of provisional sums. Detailed design work continued as other work commenced on site, though it appears that at some points the contractor experienced difficulties in getting the detailed information at the time it was required. The main problem during construction was a major claim (ÂŁ1.5million) from the concrete subcontractor who had under-estimated the complexity of the structural design. The dispute was eventually settled in favour of Laban but only after a lot of effort and legal costs.
The whole building process is described as being a very tense one, but the result was a very happy one for Laban. Unfortunately, the main contractor went out of business at the end of this contact leaving Laban to engage others to undertake the ‘snagging’ on the handed over building, which was not easy. To achieve the quality and nature of building as originally conceived, it is felt that the budget was not adequate and significant compromises were required to bring the project in on budget.
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
Opening the new building Laban’s full operation continued in the old buildings up to the end of term in early summer 2002, with June to October of that year being used for the transfer to the new building, due to be completed in time for the start of the new term. The building was not fully completed, however, until September so a more hurried transfer was needed – and achieved successfully – with the first students starting in October. An initial opening programme of community and professional events was planned for the remainder of the year to test the new facilities. An ‘official opening’ took place in February 2003. Marketing and publicity for the new building was undertaken by outside specialist arts marketing and media personnel and a highly successful campaign was achieved with a huge amount of worldwide coverage. This interest was largely focused on the architecture, but the dance and educational aspects also received good coverage.
The new building required approximately 50 extra staff, mainly in areas such as technical support, building management and security, bringing the total to about 150 people. The operational costs of the new building and its programmes are now approximately £7 million per year (it is difficult to separate them from the whole Trinity Laban operation), an increase of some £2 million on the previous operation. The revenue is derived from student fees, hire of facilities, fees from classes and the theatre income. The catering is franchised and also contributes to the overall operation.
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Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
Operation since opening The quality of the new building in its overall concept and feel, together with the particular high-quality facilities, have all contributed to a great increase in interest in the Laban’s programmes. This has included a 10 per cent increase in the number of government-funded student places and a major growth in the number of students from around the world applying for places. The public performance programme is now able to attract (and afford) a much greater range of companies and artists of an even greater quality than before. This includes special relationships with a number of companies, including Random Dance and the Henri Oguike Dance Company, which have access to the centre’s resources to prepare and premiere new work. This is greatly supported by the access to studio space and having a theatre space with a fly-tower.
Performances, including those by students, are now programmed on average for three nights each week and the audiences for the work have grown considerably. This programme is now a key part of the dance programme of London and the South East alongside the large-scale venues of central London and the small-scale venues occasionally used throughout the area. Most importantly it is one of the key venues that consistently programmes contemporary dance of the highest order. This programme is directly promoted by Laban, sometimes in association with other bodies and receives no Arts Council subsidy, other than indirectly through some of the dance companies. The feeling is that the building has worked very well in every respect, with the exception of some of the heating and ventilation systems, which were poorly and possibly hurriedly commissioned and have led to some maintenance issues.
Since the creation of the Trinity/Laban, the building receives some 52 per cent of its income from the HEFCE (Higher Education Funding Council for England), but it is projected this will be reduced to approximately 33 per cent of costs by 2020 and that represents a major challenge. Plans are now being prepared for an extension to the building that will principally look to provide the studios that were cut from the original scheme.
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
Wider lessons Some of the key lessons include: •
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the strongest message coming from this development is that a strong client, with clear and practical ideas about their needs, working with an equally strong and creative architect and design team can produce a building of outstanding architectural quality and that is very effective in its day-to-day operation in addition to the Arts Council funding the project raised almost all of the other support on the basis of its contribution to regeneration and not the usual arts funding sources, indicating that arts projects can be successful in this area it is Laban’s view that although the funders were generally supportive there were many points in the process when only the absolute determination of the Laban team kept the project going and this included deliberately not taking some of the advice offered to them. The unusual approach (in the UK) to the building contract (in
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three phases to allow design work and construction to happen at the same time) was one such example Laban’s view is that the key decisions that made the whole process a success was the appointment of a creative and responsive architect and getting the right project manager the response to the architectural competition shows that a relatively little known arts project can through a good brief, high-profile jury and international marketing attract the interest of the world’s very best architectural practices and that leading practices will work closely and well with arts clients with whom they feel they have a common creative approach an iconic building, which attracts a lot of media and general attention, can have an impact on the quality of the uses of it and the works created in it and begin to refine how the area of work is considered. Such a building can
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also have a marked and positive impact on its locality if such buildings are to explore new technologies and be more environmentally friendly, that a high level of investment is needed with public funders taking the lead buildings of this quality should ideally be part of a much wider agreed master plan for an area so that its position and feel are not compromised by later developments on adjacent sites www.laban.org
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Capital case study: Laban Deptford, Lewisham
Contents Executive summary Project background and history The organisation Vital statistics Rationale for the project
7 8 9 10 11 12
Planning and project development Design and tender process Opening the new building Operation since opening Wider lessons Credits
Credits Arts Council England 14 Great Peter Street London SW1P 3NQ www.artscouncil.org.uk Email: enquiries@artscouncil.org.uk Phone: 0845 300 6200 Textphone: 020 7973 6564 Charity registration no 1036733 You can get this publication in Braille, in large print, on audio CD and in electronic formats. Please contact us if you need any of these formats. To download this publication, or for the full list of Arts Council England publications, visit www.artscouncil.org.uk ISBN: 978-0-7287-1451-9 Š Arts Council England, May 2009 Research: Brian Harris Designed by Crush www.crushed.co.uk
Photos: Title page top and main: Martin Jordan Executive summary main: Martin Jordan bottom: Mark Whitfield Project background and history top: Merlin Hendy main: Mark Whitfield The organisation top and main: Merlin Hendy Vital statistics top: Mark Whitfield main: Merlin Hendy Rationale for the project main: Mark Whitfield bottom: Marin Jordan
Planning and project development 1 and 2 main: Martin Jordan bottom: Merlin Hendy Design and tender process 1 and 2 main: Merlin Hendy bottom: Martin Jordan Opening the new building top: Martin Jordan bottom: Merlin Hendy Operation since opening top: Martin Jordan bottom: Merlin Hendy Wider lessons main: Martin Jordan bottom: Merlin Hendy