Boroondara City Concil: Hawthorn Arts Precinct
Posted under: The iconic Hawthorn Town Hall is of local social and historical heritage significance, the building is of architectural significance for the association with the local resident and architect John Beswicke . It is one of group of Town Halls designed by the prolific architectural practice. The town Hall is a local landmark and is part of a precinct of early and notable buildings at the intersection of Glenferrie and Burwood Roads Hawthorn. The building is located at the heart of the Glenferrie Major Activity Centre, which incorporates a substantial retail shopping precinct; Swinburne University; and is an important suburban office location.
The Hawthorn Town Hall Arts Precinct Project involved the restoration and redevelopment of the Hawthorn Town Hall (HTH) into the municipality’s premier arts and cultural venue, while continuing to compliment and respect the heritage significance of the original building. The project celebrates the HTH’s heritage and at the same time ensures that it is developed to cater to the diverse needs of the community and equip it with infrastructure and services to meet 21st century requirements. Recently rebranded as the Hawthorn Arts Centre, the refurbished HTH is fully accessible to a diverse range of community groups to support meetings, functions, events and community cultural activities.
Description of project
Project objectives outcomes
The focus of the redevelopment was to maximise opportunities for multi-use with the majority of the building available on a casual hire basis. By providing a significant increase in available community space, the facility will support an increase in the quality and range of social, recreational, cultural and educational activities available in Boroondara.
The key objectives of the project are to:
• Be the municipality’s major cultural and civic centre servicing Melbourne’s inner eastern suburbs as well as Boroondara residents;
• Protect an iconic heritage building at the same time as upgrading its capacity to cater for diverse range of community needs
• Aid community strengthening and enhanced social connection through the growth of community groups using the facility, collaboration between user groups, interaction between different program participants, and co-operation between Council and the community;
• Foster increased participation in community activities by local residents, particularly those who are traditionally disadvantaged;
• Significantly increase the amenity of the Glenferrie precinct and make a strong contribution to the social, cultural and economic development of the Glenferrie Major Activity Centre. Benefits to the community as a result of the project The HTH project responds to strong evidence of the need for community space documented in a number of community consultations and Council strategies and plans. Research conducted in 2007 identified gaps in the provision of a range of spaces for exhibitions, community meetings, and rehearsals and performance space. This research also highlighted the limited level of arts and cultural activity within Boroondara’s borders. Council’s Arts and Cultural Strategy 2008-2013, acknowledged the need to develop a network of spaces and facilities that meet the diversity of local needs under the Boroondara Local Service Model. This strategy also noted the need to provide more locally-focussed events to accommodate an ageing population with increasing mobility issues. The redevelopment also responds to:
• Recommendations from Council’s Disability Access and Inclusion Policy and Action Plan 2008-12
• Council’s Active Boroondara Plan that proposes a series of health, ageing and disability services and wellbeing initiatives designed to encourage participation in community activities. The HTH project will be a valuable resource for carrying out these programs.
• The Social Infrastructure Assessment Report (May 2007), recommends the use of the Glenferrie assets (including the HTH) is expanded and diversified to meet the needs of all members of the community, and improving pedestrian access to each.
Project approach and features
A Project Design Brief was prepared by Council in 2010 that addresses the social and economic objectives of the Cultural Facilities Strategy 2009-2014 for the HTH. In June 2010, an architectural service contract was awarded by Council to Peddle Thorp Melbourne to design, document and manage the redevelopment of the existing HTH complex. The Architect prepared a return Design Brief that was approved by Council in December 2010, confirming the scope of works. Council were responsible for the financial management and viability of the Hawthorn Town Hall Arts Precinct Project through all stages. As such, the facility was subject to Council’s management and reporting processes, including regular Executive and Councillor Briefings and monthly, quarterly and annual performance reporting. This business model is supported by organisations consulted through the community consultations carried out to develop the facility’s operational plan as part of Council’s Cultural Facilities Strategy.
Architects design principle
Peddle Thorpe Architects (PTA) approached the design and rejuvenation of the Hawthorn Town Hall
to create a truly multi-purpose arts facility that serves the local and wider community by providing a positive and engaging new centre for the development and display of the performing and visual arts as well as being able to be utilised for many general community, educational and commercial events. PTA designed a complex that includes new and enhanced performance spaces, new and larger Gallery space, a series of art development spaces, rehearsal, learning and studio spaces, council office space and customer service facilities, arts and cultural staff and meeting spaces, associated arts retail, community kitchen, and café. In addition to these an integrated function facility, approximately 1000 m2 of flexible commercial office space which has since been fit-out with a youth medical centre, Headspace and Boroondara’s Youth Resource Centre. Both these facilities opened in January 2014, adding to the flexible community use of the Hawthorn Town Hall. PTA have created a series of flexible spaces that maintain the simple and important functions of the existing town hall while making better use and connections to other existing spaces within the facility by creating a network and hierarchy of internal ‘streets’ that can be opened or closed to create secure zones to aid the management and operation of the differing functions within the facility. The creation of a main street that connects the main lobby of the town hall to the gallery anti space is further augmented by the removal of the existing toilets in the north-west corner of the existing building, to make a lounge café that activates the street edge, and creates a spacious and connective public space. This space is further enhanced by creating a new break out space from the existing Chandelier Room by levelling the floor, creating a continuous surface, and thus a free flowing breakout space.
Project management
Council developed a specialised Major Projects Team (MPT) within its Project and Strategy department to manage the planning and delivery of its multiple major projects. The team consists of a coordinator Major building projects, three project managers, a project supervisor and a project administrator. The delivery of the HTH project was managed by this team with one solely dedicated project manager and overseen by the Manager, Projects and Strategy and Director, Infrastructure and Environment.
Project Control Group
Members of the MPT contribute to the Project Control Group (PCG), designed to oversee the planning and delivery of the project, providing support to the project team and planning operational aspects of the finished building. The group generally meets every 4 weeks.
Steering Committee
A steering committee also closely monitored the design development and documentation phases of the project. Councillors and senior council officers comprise the committee. Design related issues raised in the committee process were considered to be included in the final documentation.
Site meetings
Throughout the construction phase site meetings were held with the project team, builder, architect and key consultants. Additional Council’s site supervisor would conduct site inspections two to three times a week and write a report for each visit to maintain quality control.
A quantity surveyor was used throughout the construction contract to ensure that an independent body could make judgements on payment claims and variation submissions.
Program
The program was carefully managed throughout the design and construct phase. The design phase program was carefully monitored to allow for more flexibility during the construction phase. This careful monitoring of the program allowed the Hawthorn Arts Centre to open on time on the 1 October 2013.
When construction was completed, the facility was handed over to Council’s Arts and Cultural Department which will oversee its on-going operation in the initial years. The Arts and Culture team has recently been expanded to include a dedicated senior officer responsible for Cultural Facilities whose expertise strengthens the capacities of a strong team of arts and cultural development professionals.
A post construction defects management system has been put in place with the builder to manage the smooth resolution to any issues that may arise during the builder’s warranty and defect liability period.
Going forward it is expected that a Community Reference Group, as recommended in the Cultural Facilities Strategy, will provide advice and feedback to Council and the facility manager on operational issues and will be a dynamic forum for on-going consultation, co-ordination and information sharing.
Membership of the Community Reference Group will include representatives from a diversity of community and cultural groups.
Consistency with the best practice principles
Council engaged a number of independent expert consultants to assist with the development design, and to ensure the highest degree of care is taken to be fully consistent with the Urban Design Charter, environmental sustainability principal, Universal Design and compliance with anti-discrimination legislation
Equal access
In consideration of Boroondara’s ageing population, the HTH has a major focus on disability access and inclusion. Approximately $1.5 million of the total project budget is dedicated to developing the facility into an all-inclusive and accessible community space. Installation of additional lifts, internal ramps, levelling of floors, disabled toilets, disabled car parking on-site, and an external ramp will make the venue accessible and marketable to people with mixed abilities and allow them to easily move throughout the different spaces of the building. The use of LCD screens as signage and information hubs in conjunction with static signage and information boards are also important inclusions to assist in catering for a legible and accessible space.
ESD
Where possible, an emphasis has also been placed on Environmentally Sustainable Design (ESD) elements that work within the constraints of a heritage building. Energy efficient design initiatives that were incorporated include the installation of roof insulation, replacement of all lighting with modern energy efficient lights, new efficient water fixtures and fittings, and a new more efficient heating and cooling system. Where possible, existing services and materials have been reused to reduce the need for new equipment and materials. Some examples include the reuse of timber on the reconstruction of the main stage reuse of existing plant and ducting.
Mechanical systems
A key focus of the redevelopment included three high quality gallery spaces designed to meet the requirements of quality touring exhibitions. A Bauer optimising HVAC technology system was used to pressurise the galleries to the optimal climate conditions. A key challenge was obtaining the required pressure rating so the gallery could achieve a quality exhibition hall rating. Whilst the design allowed for creating a sealed space, achieving the required pressure value proved difficult. Input from the builder, architect and mechanical consultant allowed for the project manager to make an informed decision and achieve a quality outcome that met all the design requirements. A key commercial criteria was to deliver air conditioning into the main hall for the first time, however introducing new ducts in the room would have likely been invasion to the heritage character. The mechanical consultant was able to design a system that utilised the existing ductwork for the heating system to include air conditioning, Combined with works to enclose the town hall for acoustic reasons, this has created a very comfortable space even on days of 40+ degrees, without affecting the heritage character.
Audio / Visual
To meet the requirements of a modern arts facility and for commercial bookings the HTH needed to have a sophisticated audio visual system. A balanced approach was taken to install a number of screens and projector within meeting and function spaces to meet these needs. An operational challenge that the HTH often suffered from was that due to the casual use and the large size of the venue, people would often get lost and be unable to attend a find a function they were to attend. The installation of a number of carefully placed television screens with complimentary static signage has now greatly improved the legibility of the building for visitors. Before the renovation the main hall a very low acoustic value. The hall had a series of openings at the level of the first floor eastern foyer and numerous holes and gaps for sound to leak throughout the building It was generally accepted during design that partially due to the size and material it was constructed from that it would be incredible difficult and expensive (possibly up to $10m) to achieve a world standard performance space. However, through the installation of high quality PA system, the sealing of the eastern openings with double glazed windows (to impede damage to the heritage character), the double glazing of other windows, installation of a glazed sound lock at the main entry, a 1m extension to the stage towards the audience, new door seals and enclosing the stage with walls and a much improved acoustic arrangement has been achieved. This has allowed for higher quality performances at the HTH, such as a recent sell-out show of David Helfgott.
Structural
The design of the renovated HTH included the opening and creation of large foyer areas on the ground floor to create what architect described as ‘internal streets’. This involved a number of wall demolitions and structural steel work. Due to the age of the building and many unknowns, the structural design would need to be adjusted dependant on what was discovered after the demolition had taken place.
In one location an existing riveted plate girder was discovered as undersized for the proposed loading. Working with the builder and structural engineer a solution was developed by welding steel plate packers between the bottom flange rivets and then welding the steel beam to the packers. Introducing a new lift within the existing building that stopped at three and a half floors of the building was considered a high risk feature, however it seemed integral to the thesis of providing a highly accessibly building. The design of the building had identified that an existing sewer had to relocated to accommodate a lift, however once works began it was discovered that it would impact on the underpinning of an existing wall. The project team met with the builder and structural engineer to design and construct a new underpinning system and then remove the encroaching existing underpinning. The western façade of the HTH featured a couple heritage stained glass windows, partially damaged due to deteriorating concrete lintels. The architect had noted that it was important to keep the windows, even in their dilapidated condition, however the risk was any major movement could cause it to shatter. A proposal was developed to provide temporary support to the window and carefully replace the concrete lintel. Once completed, additional glazing was introduced on both sides of the windows to provide future protection.
Other challenges
The project faced many other challenges that Council’s project team had to work collaboratively with the builder, architect and key consultants to find innovative solutions. Some examples of the other challenges and solutions include;
• working around lead paint removal of paint with specialised contractor with all new works areas
• painting the clock tower engaged specialised abseiling painting contractors
• discovery of a hidden large oil tank removed remaining contaminates and fill with cement stabilised cement
• existing parquetry flooring popping up due to atmospheric changes remove existing parquetry and existing floor boards, replace with new structural flooring and install new parquetry using superior adhesives.
Conclusion
Since the opening of the new Hawthorn Town hall and Arts Precinct in October 2013, a number of significant events have been launched including performing arts program directed by musical director Bret Kelly ( Melbourne Symphony Orchestra ) and the attraction of many talented local artists and community groups.
Boroondara Council is highly committed to delivering high quality outcomes for the local and broader community. The Hawthorn Town Hall Arts Precinct project has satisfactorily achieved outcomes and benefits for both Council and the Community. The final cost of the Hawthorn Town Hall Arts Precinct Project was $17.7M.