Report To: STRATEGIC PLANNING AND CAPITAL MONITORING …

ITEM NO: 10

Report To: STRATEGIC PLANNING AND CAPITAL MONITORING PANEL

Date: 1 December 2014

Reporting Officer: Damien Bourke – Assistant Executive Director (Sustainable Growth)

Subject: PROJECT TO BRING ASHTON OLD BATHS INTO USE

Report Summary: This report provides a progress update on the project to bring Ashton Old Baths into use, sets out the latest position with regards to costs and funding, presents the implementation plan and makes recommendations for securing project delivery.

Recommendations: This report was the subject of a Key Decision which was taken on 17 November 2014 and is for information purposes only and to update the Panel Members on the projects progress.

The following recommendations were approved via the Key Decision:

1. That the Council notes the award of £1,000,000 ERDF funding to PlaceFirst Ltd towards the Ashton Old Baths project.

2. That the Council notes the successful completion of Stage 1 (development phase) of the HLF Heritage Enterprise programme which secured £159,600 grant for the project.

3. That the Council confirms its previous decision to commission PlaceFirst Ltd to progress the Ashton Old Baths project to RIBA Stage E at an estimated cost of £180,462 and agrees this contribution is now required as part of the Council’s overall contribution to this project

4. That the Council notes the offer of award of a Stage 2 (delivery phase) grant of £1,712,000 from the HLF Heritage Enterprise programme.

5. That the Council notes the implementation plan for the project detailing overall project costs, timescales for delivery and project risk management, as outlined in this report.

6. That the Council approves in principle the Funding Agreement with Ashton Old Baths Ltd and, Agreement for Lease and Lease with PlaceFirst Ltd to enable the delivery of the combined Heritage Enterprise and ERDF project, and authorises the Executive Director (Economic Growth, Investment and Sustainability) in consultation with the Borough Solicitor, to finalise negotiations and complete the agreements.

7. That the Council approves the acceptance of the offer of £1,712,000 Heritage Enterprise Delivery Grant on the basis of the conditions set out in the award letter.

8. That the Council approves a maximum funding contribution of £605,099 to the project of which £328,900 is a

requirement of the HLF Stage 2 award.

9. That the Council approves the establishment of the Ashton Old Baths Delivery Project Board and the draft Terms of Reference attached at Appendix F.

Links To Community Strategy: Prosperous and Attractive Tameside

Policy Implications:

Financial Implications:

(Authorised By The Borough Treasurer)

There is currently £2,062,000 included in the Capital Programme 2014/15, £1,000,000 ERDF Grant Funding and £1,062,000 Corporate Resources as a contribution towards the costs of delivering this project.

The total budgeted project costs as outlined in the Key Decision 28 March 2014 were originally estimated at £3,023,259 to be funded as follows:

ERDF Grant £1,000,000

HLF Grant Stage 1 £159,600

HLF Grant Stage 2 £1,506,500

Private Match (HLF S1) £14,102

Council Contribution £343,057

Total £3,023,259

The revised funding requirement is as follows:

Revised Funding £

HLF Revised Funding

ERDF Council

Contribution Private match

Total

Stage 1 HLF

159,600

14,101

14,102

187,803

Stage 2 HLF

1,712,000

328,900

2,040,900

ERDF

1,000,000

-

1,000,000

Sub Total Delivery Stage 2

1,712,000

1,000,000

328,900

3,040,900

Sub Total

1,871,600

1,000,000

343,001

14,102

3,228,703

Stamp Duty Land Tax

81,636

81,636

RIBA stage E 180,462 180,462

605,099

Total 1,871,600 1,000,000 14,102 3,490,801

The previous decision taken to authorise PlaceFirst Ltd to progress the project to RIBA Stage E by Sept 2014, at a cost of £180,462 posed a risk to the Council should the Stage 2 HLF bid not be successful, this is ineligible for HLF funding and needs to be agreed to be part of the Council contribution.

Stage 1 Bid HLF £159,600 (development phase) was successful and has now been completed this required a Council contribution of £14,101.

Stage 2 Bid HLF revised bid £1,712,009 (delivery phase) – The Council has recently received an offer of grant for £1,712,000 requiring a Council contribution of £328,900.

The Council contribution now required is £605,099. This will secure both HLF and ERDF grant funding offers totalling £2,871,600.

Savings in the Council contribution compared to the original budget will be returned to corporate capital resources to support the overall capital programme.

The financial risks of the project are set out in section 4.7 of the report. The Funding Agreement with PlaceFirst Ltd must mitigate these risks plus those of the project not being delivered. All appropriate ERDF and HLF claims would be required to be submitted by the required deadlines;

ERDF - 30 June 2015

Stage 1 HLF (development phase) - 30 June 2014 (achieved and completed).

Pending Stage 2 HLF bid (delivery phase) - 30 June 2015, as this will be subject to ERDF match funding requirements.

Clear monitoring procedures need to be incorporated into the Funding Agreement and will need to be constantly reviewed.

The Council is required to accept a lease with a term of at least 15 years at peppercorn rent with an option to extend for at least 5 years at market rent. It is understood that PlaceFirst Limited have Opted to Tax the building in order to reclaim the Value Added Tax on project costs. In accordance with advice received from the Council’s VAT advisers the Councils reimbursement to PlaceFirst Limited is required to be treated as a premium for the lease. The implications for the Council in respect of the Lease Premium is a liability for stamp duty of 4 % of the total amount paid. This amount should be included as further contribution to the project from the Council. It is the Council’s intention to negotiate with Place First Limited on this point, as this agreement would be of benefit to the overall funding envelope of the project.

The Council will need to procure a specialist operator who will be responsible for marketing, tenant allocation, providing

tenants with services and collecting tenant rent and service charge, which will be subject to VAT. This represents a significant ongoing risk for the Council which at this stage cannot be quantified. Therefore, uncertainty remains regarding the Councils ongoing revenue commitment to this project. A full evaluation of the options needs to be urgently carried out and an assessment of potential ongoing costs identified and provision made within the Councils overall budget strategy.

An initial due diligence exercise of Place First has been completed to the satisfaction of the Borough Treasurer. This will need to be kept under review throughout the life of the project. An updated assessment should be undertaken prior to the completion of the Funding Agreement.

Legal Implications:

(Authorised By The Borough Solicitor)

The Council has power to enter in to the arrangements set out in this report through s 1 of the Localism Act 2011 and the Council’s general power of competency. The renovation of Ashton Old Baths has been in the Council’s contemplation for a number of years, and is clearly in keeping with two of its key aims set out in its policy framework, the current Tameside Community Strategy 2012-20. These are the achievement of a Prosperous and Attractive Tameside. In furthering these aims two previous Council key executive decisions in December 2013 and March 2014 have been made demonstrating Council commitment and good governance arrangements in preparation for the project going forward.

Whilst the project is highly complex and will require ongoing financial and legal input this has to be balanced against the policy framework, and an understanding that acceptance of the HLF grant will confirm that delivery of this key project in the commercial sector of the Borough now has the opportunity to become a reality.

In considering whether to accept the HLF grant Members must be clear that they fully understand the legal and financial risks to the Council as set out at paragraphs 4.6 and 4.7 in this report, together with the requirement for the Council to ensure compliance with the conditions of the HLF Grant, attached at Appendix A, and including the Council’s ongoing liability as lessee for a large part of Ashton Old Baths for the next 15 years.

By doing so Members will ensure that they have acted reasonably and rationally taking into account all relevant considerations and ignoring any irrational considerations when making this decision.

Members are advised to ensure the necessary delegations are in place to allow the Executive Director Borough Treasurer and Solicitor to agree the necessary documentation going forward on the Council’s behalf.

The terms of the HLF Grant agreement require this decision to be made and a certified copy forwarded to them by 17th November 2014, together with a statement including the following:

a statement setting out the power the Council has which it has used to accept the terms of the grant; an extract of that part of the policy framework under which the terms of the grant and been accepted; the executive arrangements under which the decision to accept the terms of the grant is made; the considerations taken into account in using the powers and the procedure under which any consultation took place; and the decision was made, and the authority under which the Declaration has been signed on the Council’s behalf.

Members should be satisfied that all these conditions have been satisfied in this report, and for completeness that statement is attached at Appendix F.

Risk Management:

A risk assessment is included within the report.

Access To Information: The background papers relating to this report can be inspected by contacting the report writer Ade Alao, Development Team Manager, by:

Telephone: 0161 342 2795

E-mail: [email protected]

mailto:[email protected]

1.0 INTRODUCTION 1.1 This report provides a progress update on the project to bring Ashton Old Baths into use,

sets out the latest position with regards to costs and funding, presents the implementation plan and makes recommendations for securing project delivery.

1.2 Ashton Old Baths is a unique project to repair the external and internal fabric of the Grade

II* listed building, create a 21st century business incubator facility and provide opportunities for people to learn about the heritage of the building. The building, built in 1870 and previously used as Municipal Baths until the 1970s, has a domineering presence at the heart of the St Petersfield Business Quarter in Ashton and is currently in poor condition and on English Heritage’s ‘Heritage at Risk’ register.

1.3 The proposal is to create a business incubation hub in the building focused primarily on the

creative, digital, and media sectors. It responds to a market failure in the provision of high-quality, flexible, town centre business incubation and grow-on space for small businesses which has been identified in several previous reports commissioned by the Council. The sector is dominated by young and innovative micro or small businesses that require flexible, low-cost premises in a town centre location. A local high-growth business incubation hub provides a ladder of progression from start-up to established business, enabling growth.

1.4 The Ashton Old Baths project aims to:

Restore the derelict grade II* listed major Tameside heritage asset to BREEAM “Very Good” standard and thereby securing its removal from English Heritage’s ‘Heritage at Risk” register

Secure the long-term future of Ashton Old Baths through the development of a business incubation centre with an operational structure in place for the sustainable use, management and maintenance of the building

Generate new business and over 60 new jobs (including 2 apprentices during the delivery phase) and help emerging businesses to grow

Create 605 sqm of flexible office accommodation for small to medium sized enterprises (SMEs) primarily in the creative, digital, and media sectors to encourage and support the growth and development of these sectors within Tameside

Provide high quality office space in flexible units with 136 sqm meeting room/conference space plus additional networking space

Create critical business space required to drive growth in the creative, digital, and media sectors of Tameside’s economy

Create an innovation hub that generates business to business activity, collaborations and new intellectual property

Enables Tameside to provide a ladder of progression for businesses in Tameside’s creative, digital, and media sectors from start-up to high growth

Develop a creative hub in Tameside

Create a destination venue, contributing to the cultural tourism offer of Tameside

Implement a comprehensive activity programme through the development of the project to engage local residents in the building’s heritage significance including hard hat days during construction, discover logs for children and an opening civic event

1.5 On 11 December 2013, the Council’s Executive Cabinet resolved that:

1. Approval be given in principle to the Council to act as guarantor for the Ashton Old Baths ERDF project;

2. Approval be given in principle to contribute £1,062,000 towards the costs of delivering the Ashton Old Baths ERDF project;

3. Delegated authority be given to the Director of Economic Growth, Investment and Sustainability to secure the ERDF funding and in consultation with the Borough Solicitor and Executive Director of Finance negotiate with other parties as necessary for the delivery of the Ashton Old Baths project; and,

4. A Key Decision be made by the Executive Leader, First Deputy (Finance and Performance) and the Executive Member for Learning, Skills and Economic Growth to enable the project to proceed once confirmation of the ERDF funding was known and there was detailed implementation plan, detailing how the project risks would be managed together with a clear understanding of the overall project costs and timescales for delivery.

1.6 In early 2014, the previous owners of the building, ASK Developments, advised the Council

of their intention for a sale to PlaceFirst Ltd. Following extensive consultation with CLG, HLF, ASK and PlaceFirst a new strategy was agreed amongst the partners for securing the delivery of the project following the acquisition by PlaceFirst Ltd.

1.7 On 28 March 2014, the Council took a key decision on the project and resolved:

A. That subject to any necessary due diligence the Council in principle:

1. Supports PlaceFirst Ltd.’s application for £1 million ERDF funding towards the Ashton Old Baths project.

2. Confirms bridging match funding of £719,248 and a contribution of £123,956 to secure the ERDF funding for the Ashton Old Baths until confirmation of Heritage Lottery Fund Stage 2 decision in September 2014.

3. Authorises the formal acceptance of the offer of £159,600 HLF development grant, a Council contribution of £14,101 and for PlaceFirst Ltd to deliver the HLF development phase of the Ashton Old Baths project by 31 May 2014.

4. Authorises the submission of the HLF Stage 2 funding bid for at least £1,506,500 by May 2014, a Council contribution of £205,000 and for PlaceFirst Ltd to progress the Ashton Old Baths project to RIBA Stage E by September 2014 at an estimated cost of £180,462.

5. Notes that the Chair of Strengthening the Economy and Communities Scrutiny Panel has agreed that due to the urgency of the decision it will not be subject to the call – in procedure.

B. That subject to a successful outcome of the HLF Stage 2 funding bid, that a further Key Decision taking into account the financial and legal recommendations set out in the report will be undertaken (in line with the decision of the Executive Cabinet and Audit Panel on 11 December 2013), which will:

a. Confirm the level of ERDF funding and the commitment required from the Council.

b. Set out a detailed implementation plan detailing how project risks will be managed together with a clear understanding of the overall project costs and timescales for delivery, which should be to the satisfaction of the Borough Solicitor and Executive Director of Finance.

c. Authorise the Council enter into a partnership agreement with PlaceFirst Ltd to deliver the HLF delivery phase combined with the ERDF element of the Ashton Old Baths project.

d. Authorise the Executive Director (Economic Growth, Investment and Sustainability), in consultation with the Borough Solicitor, to undertake any negotiations and

complete any agreements that may be required for the delivery of the Ashton Old Baths project.

1.8 The remainder of this report presents a progress update on the project, including the latest details of its implementation plan, and addresses the issues identified in previous key decisions.

2.0 PROGRESS UPDATE

2.1 Substantial progress has been made with project development since the previous Council

key decision of 28 March 2014. This includes:

Securing £1,000,000 ERDF funding towards the project

Completion of the Stage 1 (development phase) Heritage Enterprise programme and receiving grant payment of £159,600

Submission of a Stage 2 (delivery phase) bid for £1,712,009 to the HLF Heritage Enterprise programme towards the project

Securing Lawful Development Certificate on 22 May 2014 and Listed Building Consent on 23 July 2014

Development of an implementation plan for the project detailing overall project costs, timescales for delivery and project risk management

Securing an offer of £1,712,000 for Stage 2 (delivery phase) of the Heritage Enterprise Programme for the project on 20 October 2014 and a variation to the additional grant conditions on 29 October 2014

Other specific issues and concerns, relating to the risks and liabilities that the Council may be exposed to, identified in the key decision of 28 March 2014

2.2 A Grant Offer Letter for £1,000,000 ERDF funding for the project was issued by the

Department of Communities and Local Government (CLG) to PlaceFirst Ltd on 5 June 2014. PlaceFirst Ltd has confirmed that the execution and completion of the Grant Funding Agreement was received on 2 September 2014 by Ashton Old Baths Ltd, which a special purpose vehicle is set up by PlaceFirst Ltd to deliver the project. Ashton Old Baths Ltd is guaranteed by PlaceFirst Ltd for the purpose of the ERDF funding. The Council is no longer required to make a funding commitment or act as guarantor for the ERDF funding as reported in the key decision of 28 March 2014. The reason provided by CLG is that this is the result of their financial due diligence on the applicant (and guarantor) following the change from ASK Developments to PlaceFirst Ltd.

2.3 Stage 1 (development phase) of the Heritage Enterprise programme has now been

completed at a cost of £187,803. This included contributions of £14,101 and £14,102 from the Council and PlaceFirst respectively. Payment of the £159,600 development grant has now been received by the Council from the Heritage Lottery Fund. The scope of the development phase included completion of the following activities:

Development Appraisal

Activity Statement

Professional services – Quantity Surveyor, Project Management, Architect, Services Engineer, Structural Engineer and project support

Business plan

Conservation advice and conservation management planning

Management & Maintenance plan

Legal fees

Planning and listed building consent fees

Surveys and investigations 2.4 The Council submitted a Stage 2 (delivery phase) bid for £1,836,000 to the HLF Heritage

Enterprise programme on 13 June 2014 and a revised bid for £1,712,009 on 2 October 2014. The signing of the declaration forming part of the application was authorised by a Council Key Decision taken on 28 March 2014.

2.5 The HLF Stage 2 bid is for a project to repair the external and internal fabric of Ashton (Old)

Baths, create a 21st century business incubator facility and provide opportunities for people to learn about the heritage of the building. The funding requested is to be used in conjunction with the ERDF funding secured by PlaceFirst Ltd to deliver a combined project.

2.6 A member of the HLF NW Committee and the HLF Case Officer undertook a Stage 2

assessment visit to the project on 19 August 2014 and the application was considered by the HLF NW Committee on 23 September 2014.

2.7 Following the assessment visit by the Heritage Lottery Fund on 19 August 2014, further

discussions with HLF and PlaceFirst has resulted in a requirement for the Council contribution towards the HLF Delivery phase of the project to increase from the £205,000 reported in the key decision of 28 March 2014 to £328,900.

2.8 HLF had initially indicated that a funding decision would be made at its NW Committee

meeting on 23 September 2014. The Council was subsequently advised that due to a requirement for further clarification, the decision was being delayed until 20 October 2014. Additional information was submitted on 2 October 2014 and the Council received the HLF Heritage Enterprise award letter on 20 October 2014 with an offer of grant of £1,712,000 subject to a number of standard and additional conditions. A copy of the letter of award and variation is attached at Appendix A.

2.9 PlaceFirst Ltd submitted an application for a Lawful Development Certificate, on the basis

of a previous planning permission from 1980, which was approved by the Council on 22 May 2014. A separate application for Listed Building Consent was approved on 23 July 2014.

2.10 Progress in relation to other specific issues and concerns, relating to the risks and liabilities

that the Council may be exposed to, identified in the key decision of 28 March 2014 are as follow:

1. A due diligence exercise of Place First Ltd has been completed to the satisfaction of the Borough Treasurer. However, this will need to be reviewed throughout the life of the project.

2. The due diligence exercise above included an assessment of the true commercial and financial viability of PlaceFirst Ltd to engage with and undertake the project. This will need to be kept under continual review.

3. There are no outstanding state aid considerations which need to be resolved in respect of the project.

4. A project procurement strategy has been prepared by PlaceFirst and agreed with both CLG and HLF to ensure that any procurement is properly planned and carried out in accordance with the terms of the grant agreements. The Council’s Funding Agreement with PlaceFirst Ltd and Ashton Old Baths Ltd establishes that appropriate agreements and controls are in place and ensures that the Council is not exposed to any corresponding undue risk in this or any other respect.

5. All elements of the project, with the exception of the activity plan, will be contracted by Place First Ltd and Ashton Old Baths Ltd. The Council is working with PlaceFirst and Ashton Old Baths Ltd to ensure that all contract considerations are properly taken into account, and that contracts are not inadvertently created through misapplication of terminology and properly addressed in agreements.

6. There is no element of double counting of grant awards already received for the St Petersfield area relating to the project.

7. Planning permission and listed building consent are now in place for the project.

8. The Council is not exposed as accountable body for the ERDF grant as the award is directly to Ashton Old Baths Ltd with a guarantee from PlaceFirst Ltd. However, the Council is the applicant for the Heritage Enterprise grant and any residual risks will be reviewed at all key milestones.

9. PlaceFirst Ltd holds the registered title to Ashton Old Baths and ASK Developments have no registered interests in the building.

10. Following further consultation with PlaceFirst Ltd and HLF, the project no longer requires the establishment of a charitable trust as reported in the previous key decision report. Details of the new proposed arrangements are presented later in this report.

3.0 IMPLEMENTATION PLAN 3.1 Following completion of the Heritage Enterprise development phase, an implementation

plan has been developed for the project detailing overall and elemental project costs, timescales for delivery and project risk management. This work has been informed by extensive surveys and design development. The implementation plan is attached at Appendix B.

3.2 The surveys consisted of:

1. Elemental Schedule of Condition and Works, undertaken by Stephen Levrant Heritage Architecture, to demonstrate the informed approach to the conservation of the heritage of the building.

2. Full Structural Survey, undertaken by Renaissance Structural Engineers, to identify the conditions of the structural elements of the building, identify any defects and remedial works required.

3. Other surveys, included:

Timber survey

Damp proof survey

Dimensional survey

Drainage survey

Intrusive opening up and material testing

Geo-technical survey

Asbestos survey

BREEAM report

3.3 The design approach and concept development involved several feasibility studies to establish key criteria for the workspace units to be an internal free standing structure independent from the existing structural fabric, ensuring minimal impact on the general historic fabric of significant heritage value and to maintain views of the existing columns,

archways and roof trusses. Precedent schemes that informed the design included Crystal Palace and the Natural History Museum.

3.4 The proposed scheme involves two phases of works: Phase 1: external and internal works, repairs, and alterations to the former main pool hall including the erection of an internal freestanding structure comprising stacked levels of contemporary office accommodation; and Phase 2: essential works to secure repairs to and the structural integrity of the remaining parts of the building. In addition to the capital works, an activity programme will be delivered by the Council’s Cultural Services Team, aimed at engaging the community with the project and providing opportunities for people to learn and develop skills about heritage of the building.

3.5 Project Costs

A summary of the project cost plan is shown in the table below:

Item Total (£)

Conservation and repair works 1,075,000

Other capital works (including freestanding structure) 1,067,300

Fees 371,180

Contingency 251,350

Inflation 32,100

Developer’s return 195,770

Activity plan 44,700

Evaluation 3,500

Total 3,040,900

3.6 Project Funding

The funding for the project is summarised in the table below:

Item Total (£)

Heritage Enterprise Delivery Grant 1,712,000

ERDF Grant 1,000,000

Tameside Council contribution 328,900

Total 3,040,900

3.7 Project Plan

A detailed project plan is included in the implementation plan attached at Appendix B and key delivery milestones are shown in the table below:

Confirmation of HLF Stage 2 Funding Approval By 20 October 2014

Tender period completed By 7 November 2014

Start on site By 24 November 2014

Phase 1 works completed By 30 September 2015

Opening Civic Event By 31 October 2015

3.8 Project Risk Management

The project risk register is shown in the table below:

Risk Likelihood Impact Mitigation Owner

Cost overrun/ unknown construction issues

Medium High Carry out detailed pre survey works and detailed scopes prior to independent cost assessment, competitive procurement on a fixed price basis.

PlaceFirst

Delays due to weather or other external factor

Low Medium Pro-active identification and resolution of issues through skilled and experienced project team

PlaceFirst and Employer’s Agent

Inadequate funding secured

Low Medium Positive engagement with funders

PlaceFirst and TMBC

Delay to project start and construction time overrun

Medium High Detailed pre-construction planning and effective monitoring of construction programme

PlaceFirst and Contract Administrator

Vandalism during and after construction

Low Medium Effective security measures and adequate insurance cover

PlaceFirst and Cost Consultant

Cost overrun due to client-driven design changes

Low Medium Consultation and agreement with all project partners on detailed design

PlaceFirst

Loss of key members of the project team

Low Low Robust documentation and contingency arrangements in place with consultants and key partners

PlaceFirst

Cash flow difficulties due to delays with receiving grant claims

Medium Medium Develop protocols with funders and Tameside Council

PlaceFirst

3.9 Activity Plan

The Activity Plan is a requirement by HLF and describes in detail the activities to ensure that ‘people have developed skills’ and ‘people have learnt about heritage’ as part of the project. A copy of the project Activity Plan is attached at Appendix C. The main activities include researching and producing heritage interpretation within the building, identifying archive material, capturing memories of local residents who used the building, images and plans of the baths through its history. The work will be underpinned by a comprehensive community engagement programme which will involve individuals, civic and history groups. Local school children will be engaged to study the architecture of the building and its heritage and use their knowledge to complete architecture Arts Awards. A civic opening event will enable the general public to see the interior and celebrate this significant building. Volunteers are being trained to deliver “hard hat” tours of the building at different stages of

the construction starting with the Heritage Open Weekend in September 2014. Two apprenticeships will also be engaged on the project to develop their skills in heritage, construction, research and event planning. The Council’s Cultural Services Team will deliver the Activity Plan. The team has an excellent track record in engagement on heritage and arts and was recently accredited by the Arts Council for Arts Awards and Discovery Logs.

4.0 FUNDING AGREEMENT

4.1 Extensive discussions with PlaceFirst and consultation with the funders has established the need for a formal Funding Agreement between the Council, Ashton Old Baths Ltd and PlaceFirst Ltd for the combined project. Consensus has now been reached between the parties and the funders for the principles of the agreement as follows:

PlaceFirst owns the Ashton Old Baths building.

Ashton Old Baths Ltd, a subsidiary Special Purpose Vehicle of PlaceFirst and guaranteed by PlaceFirst, secured £1m ERDF grant for the project.

Tameside Council accepted the offer of £159,600 HLF development grant and provided a contribution of £14,101.

Place First delivered the HLF development phase and provided a contribution of £14,102.

Tameside Council made an application for £1,712,009 HLF Stage 2 funding and agrees to make a contribution of £328,900. This will only be transferred to Ashton Old Baths Ltd upon receipt of evidence of defrayal of eligible expenditure to enable the Council to claim the grant from the HLF.

PlaceFirst grants Tameside Council a lease with a term of at least 15 years at peppercorn rent with an option to extend for at least 5 years at market rent.

Tameside Council will procure a specialist operator who will be responsible for marketing, tenant allocation, providing tenants with services and collecting tenant rent and service charge.

Any rental surplus is to be retained to be reinvested into the operation of the building or providing enhanced services for its tenants.

4.2 In addition to the above principles, the Council also needs to ensure that there are

appropriate provisions within the legal agreement to minimise the Council’s overall risk exposure on the project within an acceptable level. The issues considered include:

Transfer of as much as possible of the Heritage Enterprise funding obligations, where the Council is the applicant, to PlaceFirst

Use of appropriate provisions to minimise state aid risk exposure

Use of appropriate provisions to minimise procurement risk exposure

Use of appropriate provisions to minimise contract liability risk exposure

Use of appropriate provisions to ensure that the Council is not inadvertently exposed to the risk of assuming accountable body status for the ERDF funding

Use of appropriate provisions to ensure that the Council is able to recover up to its total investment in the project at the end of the 15-year ERDF contract period in the event of PlaceFirst’s disposal of the asset for a windfall. This is through a simple overage arrangement for such eventuality.

4.3 Parties

The principal legal issues in this project relate to the various parties involved and their relationship with each other. The parties who are or will be involved are:

Party Interest in Project

ERDF ERDF will be investing £1,000,000 of grant funding into the project.

HLF

HLF has invested two stages of grant monies into the project. The Stage 1 was a contribution was £159,600. The Stage 2 contribution is £1,712,000.

PlaceFirst Limited

PlaceFirst Limited is the current owner of Ashton Old Baths. In addition PlaceFirst Limited has provided a contribution of £14,102 to the development phase of the HLF project. PlaceFirst Limited receive the following from the project:

Developer’s return of £195,770 for the delivery of the project.

Potential for future income to be derived from that part of Ashton Old Baths which is not to be leased to the Operating Body subject to approval by HLF.

The value of the property when the lease to the Operating Body expires.

Ashton (Old) Baths Limited

Ashton (Old) Baths Limited is a Special Purpose Vehicle subsidiary of PlaceFirst Limited which has been set up to deliver the project.

Operating Body

Upon completion of the refurbishment works a lease will be granted to the Council who will be responsible for running the property for a proposed period of 15 years with the option of an additional 5-year term on a commercial basis.

The Council

The Council has or will be contributing the following sums to the project:

£14,101 towards Stage 1 of the HLF’s funding which is now completed.

£180,462 to progress the project to RIBA Stage E ahead of the HLF funding decision.

A contribution of £328,900 towards Stage 2 HLF funding which this report seeks approval for.

Stamp Duty Land Tax on the lease of £81,636 funding which this report seeks approval for.

Tenant Local businesses taking up space for operating in the incubation hub.

4.4 Relationships

The relationship between the parties will be governed by various legal documents, which are as follows:

Document Parties Roles and Responsibilities

ERDF Funding Agreement

(1) CLG (2) Place First Limited and (3) Ashton (Old Baths) Limited

PlaceFirst Limited made an application to ERDF on 14 May 2014. That application was successful and resulted in the parties entering into a Funding Agreement on 2 September 2014. The application and Funding Agreement contains detailed requirements for delivery of the project and use of the ERDF Grant which PlaceFirst

Limited will be required to comply with.

HLF Funding Agreement

(1) HLF and (2) the Council

The Council, supported by PlaceFirst Ltd made an application to HLF on 13 June 2014 which was revised on 2 October 2014. The final amount of the grant offered is £1,712,000. The Council will be required to enter into a Funding Agreement in which the Council will be required to comply with the terms of the application and the Funding Agreement.

Funding Agreement (1) the Council and (2) PlaceFirst Limited

PlaceFirst Limited and Ashton (Old) Baths Limited will be responsible for delivery of the project utilising the funds made available by ERDF, HLF and the Council. The Council will enter into an agreement (named a Funding Agreement) with PlaceFirst Limited and Ashton (Old) Baths Limited to ensure that the project is delivered in accordance with the ERDF and HLF Funding Agreements and the requirements of the Council.

Agreement for Lease (1) PlaceFirst Limited and (2) the Council

PlaceFirst, Ashton (Old) Baths Limited and the Council and will need an agreement which sets out what works will be done to the building, to what timescale and when it will formally be required to enter into a lease of the property. The Agreement for Lease will deal with this detail.

Lease (1) PlaceFirst Limited and (2) the Council

Once Ashton (Old) Baths Limited has completed the works, a lease will be granted by PlaceFirst Limited to the Council.

4.6 Legal Risks

As a result of the parties involved and their respective roles and responsibilities the Council faces the following legal risks, which are under review by Council Officers who must continue to monitor and mitigate those risks:

Risk Mitigation Further Steps Required

PlaceFirst Limited has set up Ashton (Old) Baths Limited to carry out the project. Both of those companies are party to the ERDF Funding Agreement which envisages Ashton (Old) Baths Limited granting a charge over Ashton Old Baths in favour of ERDF.

The Council must ensure that the Funding Agreement is with both PlaceFirst Limited and Ashton (Old) Baths Limited.

The Council will need to negotiate and agree the terms of a Funding Agreement without delay.

When determining the level of the HLF Grant, HLF valued the property and the Council presented a valuation prepared by DTZ to inform the HLF valuation. So far as Legal are aware both of those valuations were prepared upon the basis that the whole of Ashton Old Baths is to be let to the Operating Body, or, if not the whole of the property, that the part which is not let would

Any redevelopment of Phase 2 will require specific approval from HLF for an approved use.

The Council should keep this under review.

remain unused over a period of 15 years. There is a risk that any increased value attributable to the redevelopment of Phase 2 could impact adversely upon the HLF Grant. It is not unreasonable to expect that part of the grant might become repayable if the valuation changes.

The Council will enter into an agreement for lease and until the terms are agreed the Council will have no right to require a lease of the property and will have not contractual protection in the event of faulty workmanship by PlaceFirst Limited and/or Ashton (Old) Baths Limited.

See further steps required. The Council must agree the terms of the Agreement for Lease without delay.

The Council is to be granted a lease of the property and until the terms are finalised the Council will not know whether it will be able to operate the property in a manner which fit the ERDF, HLF and Council’s own requirements.

See further steps required. The Council must agree the terms of the Lease without delay.

There is a risk of PlaceFirst Limited and/or Ashton (Old) Baths Limited disposing of the property for a windfall. There has been suggestion of an overage agreement to secure value for the Council but no terms have been agreed.

See further steps required. The Council will need to negotiate and agree the terms of a Funding Agreement without delay.

4.7 Financial Risks

As a result of the parties involved and their respective roles and responsibilities the Council faces the following financial risks, which are under review by Council Officers who must continue to monitor and mitigate those risks:


If PlaceFirst/Ashton (Old) Baths fails to comply with the terms of its application to ERDF and the Funding Agreement then it may need to repay £1m to ERDF. If this happens then the Council risks losing its contribution to the project and having to repay the HLF Grant.

The Council facilitated an ERDF compliance training workshop on 29 August 2014 through the ERDF Technical Assistance Team for PlaceFirst to ensure that it is aware of ERDF’s requirements.

The Funding Agreement should contain obligations on the part of PlaceFirst/Ashton (Old) Baths Ltd to comply with the terms of the application and


Funding Agreement.

Negotiations on the Funding Agreement should seek an indemnity in favour of the Council against any losses arising as a result of PlaceFirst/Ashton (Old) Baths failing to comply with the application and Funding Agreement with HLF.

The Council has already approved a contribution of £343,057 towards the project. As a result of the successful HLF stage 2 bid, the split of the Council’s contribution needs to be realigned. An additional contribution by the Council of £180,462 is required for the work carried out to progress the project to RIBA Stage E which was agreed ahead of the HLF funding decision; this expenditure is not eligible to be claimed from HLF.

If PlaceFirst Ltd/Ashton (Old) Baths Ltd fails to comply with the terms of the application and Funding Agreement with ERDF or fails to comply with obligations within the Funding Agreement relating to the HLF Grant then the Council stands to lose this contribution.

Negotiations on the Funding Agreement should seek an indemnity in favour of the Council against any losses arising as a result of PlaceFirst Ltd/Ashton (Old) Baths Ltd failing to comply with the application and Funding Agreement with HLF.


The Council has carried out financial due diligence on PlaceFirst Ltd but this appears to have been conducted upon the basis of Placefirst Ltd’s contribution to the scheme and not in the context of any indemnity which the Council might require to protect against repayment of the HLF Grant and/or the Council’s contribution to the scheme.

The Borough Treasurer has been asked to confirm that PlaceFirst Ltd has sufficient financial standing in the context of the covenants which PlaceFirst Ltd and/or Ashton (Old) Baths Limited enters into in the Funding Agreement.

If necessary the Council should consider whether insurance is advisable to protect against the risk of PlaceFirst Ltd and/or Ashton (Old) Baths Ltd failing to perform.

The Borough Treasurer must continue ongoing Financial Due Diligence of both PlaceFirst Ltd and Ashton Old Baths Ltd.

The Council is to be granted a head lease for the property. Acceptance of this lease will place responsibility for the part of building, set out in the lease, with the Council for the period of the lease. Failure to develop a sustainable operating model will place responsibility for the

See further steps required.

Options for ongoing service delivery need to be developed urgently.

An assessment of liable costs if no operating agent is identified

The Council must agree the terms of the Lease without delay.

The Council’s acceptance of the lease of the property will require an assessment of the building following completion of

ongoing costs of the building with the Corporate Landlord Service. The Council will be responsible for the on-going building maintenance and insurance for the building.

to be evaluated urgently. the works to identify and quantify the building maintenance and insurance requirements for the period of the lease. Potential funding requirements need to be identified from Council Resources to meet any future commitments. Any charges to future tenants will be subject to VAT.

The project is complex and has multiple funding from different sources. ERDF grant of £1m has been awarded to Ashton Old Baths Ltd with PlaceFirst Ltd as owner of the building and guarantor; allocated as outlined in the Funding Agreement. HLF stage 2 funding of £1.7m offered to the Council as the applicant, contributes towards bringing Ashton Old baths back into use, this includes repairs to the internal and external fabric of the building to secure its structural integrity and facilitate its removal from the At risk Register. The Council are to enter into a funding agreement with PlaceFirst Ltd and Ashton Old Baths Ltd to deliver all elements of the project with the exception of the Activity Plan. The Council contribution of £0.343m is required to support to HLF stage 2 Grant Offer ensuring delivery of the project. Failure to identify eligible expenditure applicable to each funding bodies grant conditions could result in non-payment of grant or risk of grant claw back.

See further steps required. All parties involved need to ensure that they fully understand the terms and conditions of the different sources of funding and agreements applicable to this project to ensure that eligible expenditure is accurately identified and claimed correctly from the relevant funding bodies. Close financial monitoring will be required throughout the life of the project by all parties involved to ensure any risks are mitigated by ensuring compliance with all agreements and grant conditions from all funding bodies.

The options for the Operating Structure of the property are yet to be determined. This is a risk for both the Council and PlaceFirst Ltd as there are conditions / targets applicable to the funding which must be delivered. Failure to meet grant conditions / targets could result in claw back of grant funding. Until the terms of the lease are finalised the Council will not know whether it will be able to operate the property in a manner which fit the ERDF, HLF and Council’s own

See further steps required. The Council must agree the terms of the Lease without delay.

The Council need to identify the options available for the Operational management of building. These options will need to be evaluated and assessed to ensure that all requirements for ERDF, HLF and the Council are met. Any shortfall in the funding of the Operational model will need to be identified from Council

requirements.

Resources.

There is a risk that the Council will be unable to negotiate a reduction in its contribution to the project to compensate for the Stamp Duty Land Tax payable by the Council.

The Council contribution towards the project should be negotiated to account for the Stamp Duty Land Tax.


There is a need to fully understand the VAT implications for the project.

PlaceFirst has shared the VAT advice it obtained and the Council has engaged external VAT expertise to provide further advice.

Report on VAT implications to be provided to the Delivery Project Board. VAT implications are to be considered throughout the delivery and future use of the building.

4.8 The Funding Agreement is currently at an advanced stage of negotiation and it is proposed

that Executive Director (Economic Growth, Investment and Sustainability) in consultation with the Borough Solicitor is authorised to finalise negotiations and complete the agreement.

5.0 AGREEMENT FOR LEASE AND LEASE 5.1 The Agreement for Lease is a contract between PlaceFirst Ltd as the Landlord and the

Council as the Tenant agreeing to enter into a Lease at some point in the future. The Agreement for Lease binds PlaceFirst Ltd and the Council and is used because the property cannot be immediately occupied.

5.2 The Lease has to be negotiated and agreed at the same time as the Agreement for Lease

and is proposed to be a full repairs and insurance lease. This means that the Council will have total responsibility for the repair of the demised property.

5.3 Agreed Heads of Terms for the Agreement for Lease and Lease are attached at Appendix

D. It is proposed that Executive Director (Economic Growth, Investment and Sustainability), in consultation with the Borough Solicitor, is authorised to finalise negotiations and complete the agreement.

6.0 OPERATIONAL ISSUES 6.1 The proposal is for the Council to procure an experienced operator to manage the building

on its behalf. This requires the need to strike an appropriate balance between exercising some influence and control to ensure that its objectives are met and allowing the operator to bring its commercial experience and expertise to bear in the day to day management of the building.

6.2 It is anticipated that the operator will provide the following services during the construction

phase:

Devise and implement, and in consultation with the Council and PlaceFirst, a marketing strategy to ensure that the building attracts as many clients as possible by the time it opens.

Advise on the final fitting out of the building in liaison with the Council, Ashton Old Baths Ltd and PlaceFirst Ltd within the budget available.

Advise on the likely operational requirements of the building in relation to telephone, IT, security, post, signage etc. to enable the building to be completed in the most effective way.

Advise on the best way to utilise internal communal space e.g. installation of partitions to offices, meeting rooms, kitchenette, informal networking areas, touchdown areas and reception facilities.

Agree, in consultation with the Council, the level of rents and service charges to be levied.

Appoint the necessary staff to manage the Centre. 6.3 It is anticipated that the operator will provide the following services following practical

completion:

Provide effective and efficient day to day management of the Centre ensuring access to clients, visitors and the public during normal business hours.

Provide, or facilitate access to, business support services, to enable mentoring and nurturing of clients and support them in growing their business.

Continue to effectively market the Centre to new businesses to ensure that is used to its full capacity.

Ensure the security of the building and a safe working environment for its clients.

Undertake all lettings to clients and collect all rents and service charges.

Be responsible for all outgoings including payment of charges for public utilities and other statutory services.

Provide IT services and management of electronic data (including compliance with the requirements of the Data Protection Act).

Undertake day to day maintenance work on the building and its fixtures and fittings.

Manage and maintain the building in a sustainable way and ensure that it continues to meet the BREEAM “very good” requirements.

Make regular reports on an agreed set of performance indicators to enable the Project Board and the Council to monitor the building’s performance against its agreed objectives.

Undertake to pay to the Council an agreed sum each year, after deduction of agreed costs and allowances.

6.4 It is proposed that the Project Board (see section 7 below) oversees the procurement of the

operator. 7.0 PROJECT GOVERNANCE 7.1 Given the high profile of the project, as the first Heritage Enterprise award to reach delivery

phase in England, the Council’s financial interest in the project and its status as applicant for the Heritage Enterprise funding, it will be necessary to implement a robust project governance arrangement to ensure successful delivery of the project. It is proposed that a Project Board is established to oversee project delivery, provide strategic oversight and direction to the project team and monitor project activities throughout the delivery phase. This is similar to arrangements that the Council has successfully used to deliver major projects in recent years. The Project Board will also oversee the procurement of an operator.

7.2 A draft Terms of Reference for the proposed Ashton Old Baths Delivery Project Board is attached at Appendix E.

7.3 Once the delivery phase is completed, it is proposed that a management committee

involving the Tameside Enterprise Board and other relevant stakeholders is established to oversee the operation of the building. The membership and terms of reference of the management committee will be the subject of a future report.

8.0 CONCLUSION AND RECOMMENDATIONS 8.1 Ashton Old Baths is a major landmark building of substantial heritage significance in Ashton

which has remained vacant and deteriorating for over 40 years. The Council has worked with a number of partners to identify the means of bringing the building back into sustainable use.

8.2 The project to create a business incubation hub in the building, combining ERDF and

Heritage Enterprise funding, and working with a private developer, presents a unique opportunity for the restoration and future of the building

8.3 The recommendations are as shown at the front of the report.

Ashton Old Baths Implementation Plan

PROJECT: Ashton (Old) Baths DATE: November 2014

Ashton Old Baths Project Implementation Plan

Purpose Ashton Old Baths is a key project within St Petersfield and has secured strong support throughout the Council. The project is complex as it entails the restoration of a grade II* listed building that has remained largely vacant for circa 40 years. Its restoration will entail extensive works to the externals whilst creating a self supporting structure in the former pool hall area. The project will be funded largely by ERDF and HLF funds. Upon completion the development will be an incubation centre targeted at digital and creative companies. This implementation plan will detail how the project will be delivered.

Ownership The Council Project Manager is responsible for completion of the Implementation

Plan

When

The Implementation Plan is completed before the start of the project and updated

throughout the project life cycle.

DOCUMENT INFORMATION AND APPROVALS

VERSION HISTORY

Version No. Date Revised By Reason for change

1.0 10/09/2014 Richard Humphreys Draft review

1.1 11/09/2014 Ade Alao PM review

1.2 04/11/2014 Richard Humphreys HLF Decision and obligations

1.3 05/11/2014 Ade Alao PM review

DOCUMENT APPROVALS

Approver Name Project Role Signature/Electronic Approval Date

CONTENTS

OVERVIEW ................................................................................................................................... 5

CURRENT PROGRESS..................................................................................................................... 6

STAKEHOLDERS ............................................................................................................................ 9

PROJECT CONTEXT ...................................................................................................................... 12

PROJECT DELIVERY...................................................................................................................... 19

STAFFING RESOURCES ................................................................................................................ 24

GRANT CLAIMS AND PAYMENT ................................................................................................... 25

IMPLEMENTATION ..................................................................................................................... 25

RISK ........................................................................................................................................... 32

GOVERNANCE ............................................................................................................................ 37

DATA ......................................................................................................................................... 39

PROJECT COMPLETION ............................................................................................................... 40

Signoff/acknowledgement .......................................................................................................... 40

APPENDIX ONE – ACTIVITY PLAN ................................................................................................. 41

APPENDIX TWO – COMMUNICATIONS PLAN ............................................................................... 47

ASHTON OLD BATHS IMPLEMENTATION PLAN

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OVERVIEW

Background

This unique project will repair the external and internal fabric of Ashton (Old) Baths, create a 21st

century business incubator facility and provide opportunities for people to learn about the heritage of

the building. The building is Grade II* listed and is located within the St Petersfield regeneration area

in Ashton-under-Lyne. The building was erected in 1870 and was previously used as Municipal Baths

until the 1970s. Ashton (Old) Baths is currently derelict and is on English Heritage’s ‘Heritage at Risk

Register 2013’ where it is described as ‘vacant’ and ‘in poor condition’.

Overall Approach

The application to the Heritage Lottery Fund (HLF) is being led by Tameside Metropolitan

Borough Council (TMBC) working in partnership with PlaceFirst Ltd.

Tameside Metropolitan Borough Council, acting under its Local Government powers, aims to

secure the economic growth and regeneration of the local area. Placefirst, a specialist

developer of empty buildings and the building owner, wishes to redevelop the building as an

incubator facility for small local companies.

The project will deliver business incubator space in a Grade II* Listed former Victorian Swimming

Baths. The building was erected in 1870 and was previously used as Municipal Baths until the

1970s. Ashton (Old) Baths is currently derelict and is on English Heritage’s ‘Heritage at Risk

Register 2013’ where it is described as ‘vacant’ and ‘in poor condition’. A total of 605 sq. m of

high quality, 21st century flexible work space and other meeting and networking space will be

created and offered to companies from the digital and new media sectors. Companies

occupying the space will benefit from flexible and sub-market priced tenancies as well as

support services from specially appointed support providers who will operate from the centre.

The project will be delivered by two partners. These are Placefirst, a specialist developer of

empty buildings and the building owner, and Tameside Metropolitan Borough Council, acting

under its Local Government powers and responsibilities to further the economic growth and

regeneration of the local area.

The partners will contribute to fund capital conservation works to the internal and external

fabric of the main pool space and annex buildings. The project will also create a 21st century

business incubator facility within the pool hall (phase 1). These works will be delivered between

November 2014 and October 2015. An activity programme will run alongside the capital

programme that will provide opportunities for people to learn about the heritage of the building

and develop new skills.

Placefirst are providing the project with at least of £1,014,102 of match funding, which is made

up of its own resources (towards the development and delivery stage) and ERDF funding which

it has secured. This is in addition to the building value which it owns outright without any debt.

The Council will contribute £328,900, as match for HLF from its own resources to cover the

delivery stage. Alongside this match the Council has committed £180,462 to develop proposals

to stage E design, of which £132,628 has been defrayed by PlaceFirst with the remainder


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(£47,834) to contribute towards the project delivery. The remaining funding will be contributed

by the Heritage Enterprise Fund.

Works will be project managed by Placefirst and a specialist building contractor who will be

appointed through a competitive tendering programme, along with other specialist services. The

works will be delivered to a specification agreed by Placefirst and Tameside Council.

The contractual framework for the works period will be in the form of a Funding Agreement

between Placefirst and the Council. The Funding Agreement governs the delivery of this joint

project and importantly transfer reasonable risk from the Council to PlaceFirst.

The Council will procure a specialist operator (Operator Body) who will be responsible for

marketing, tenant allocation, providing tenants with services and collecting rent and service

charge. It is proposed that the Operator Body will be monitored and managed by the Enterprise

Board and specialist stakeholders.

Placefirst will grant the Council an option to extend the proposed lease for a further 5 years

(making 20 years in total) at 15 years. Whilst the initial 15 years will be on a peppercorn rent

basis the further five years will be on commercial terms.

Where the revenues exceed operating costs, profits generated will be reinvested into the

operation of the building and or enhanced services for its tenants.

CURRENT PROGRESS

Substantial progress has been made with project development since the previous Council key decision of 28 March 2014. This includes:

Securing £1,000,000 ERDF funding towards the project

Completion of the Stage 1 (development phase) Heritage Enterprise programme and receiving grant payment of £159,600

Submission of a Stage 2 (delivery phase) bid for £1,712,000 to the HLF Heritage Enterprise programme towards the project

Securing Lawful Development Certificate on 22 May 2014 and Listed Building Consent on 23 July 2014

Securing an offer of £1,712,000 for Stage 2 (delivery phase) of the Heritage Enterprise Programme for the project on 20 October 2014 and a variation to the additional grant conditions on 29 October 2014

A Grant Offer Letter for £1,000,000 ERDF funding for the project was issued by the Department of Communities and Local Government (CLG) to PlaceFirst on 5 June 2014. PlaceFirst has confirmed that the execution and completion of the Grant Funding Agreement was received on 2 September 2014 by Ashton Old Baths Ltd, which a special purpose vehicle is set up by PlaceFirst Ltd to deliver the project. Ashton Old Baths Ltd is guaranteed by PlaceFirst Ltd for the purpose of the ERDF funding. The Council is no longer required to make a funding commitment or act as guarantor for the ERDF funding as reported in the key decision of 28 March 2014. The reason provided by CLG is that this is the result of their financial due diligence on the applicant (and guarantor) following the change from ASK Developments to PlaceFirst.


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Stage 1 (development phase) of the Heritage Enterprise programme has now been completed at a cost of £187,803. This included contributions of £14,101 and £14,102 from the Council and PlaceFirst respectively. Payment of the £159,600 development grant has now been received by the Council from the Heritage Lottery Fund. The scope of the development phase included completion of the following activities:

Development Appraisal

Activity Statement

Professional services – Quantity Surveyor, Project Management, Architect, Services Engineer, Structural Engineer and project support

Business plan

Conservation advice and conservation management planning

Management & Maintenance plan

Legal fees

Planning and listed building consent fees

Surveys and investigations The Council submitted a Stage 2 (delivery phase) bid for £1,836,000 to the HLF Heritage Enterprise programme on 13 June 2014 and a revised bid for £1,712,000 on 2 October 2014. The signing of the declaration forming part of the application was authorised by a Council Key Decision taken on 28 March 2014. The HLF Stage 2 bid is for a project to repair the external and internal fabric of Ashton (Old) Baths, create a 21st century business incubator facility and provide opportunities for people to learn about the heritage of the building. The funding requested is to be used in conjunction with the ERDF funding secured by PlaceFirst to deliver a combined project. A member of the HLF NW Committee and the HLF Case Officer undertook a Stage 2 assessment visit to the project on 19 August 2014 and the application was considered by the HLF NW Committee on 23 September 2014. Following the assessment visit by the Heritage Lottery Fund on 19 August 2014, further discussions with HLF and PlaceFirst has resulted in a requirement for the Council contribution towards the HLF Delivery phase of the project to increase from the £205,000 reported in the key decision of 28 March 2014 to £328,900. This increase can be fully funded from the £123,956 previously approved as match funding for the ERDF grant which is no longer required. HLF had initially indicated that a funding decision would be made at its NW Committee meeting on 23 September 2014. The Council was subsequently advised that due to a requirement for further clarification, the decision was being delayed until 20 October 2014. Additional information was submitted on 2 October 2014 and the Council received the HLF Heritage Enterprise award letter on 20 October 2014 with an offer of grant of £1,712,000 subject to a


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number of standard and additional conditions. A copy of the letter of award and variation can be obtained from the Project Manager. PlaceFirst submitted an application for a Lawful Development Certificate, on the basis of a previous planning permission from 1980, which was approved by the Council on 22 May 2014. A separate application for Listed Building Consent was approved on 23 July 2014. Progress in relation to other specific issues and concerns, relating to the risks and liabilities that the Council may be exposed to, identified in the key decision of 28 March 2014 are as follow:

1. A due diligence exercise of the project has been completed to the satisfaction of the Borough Treasurer. However, this will need to be reviewed throughout the life of the project.

2. The due diligence exercise above included an assessment of the true commercial and financial viability of PlaceFirst Limited and Ashton Old Baths Ltd to engage with and undertake the project.

3. There are no outstanding state aid considerations which need to be resolved in respect of the project.

4. A project procurement strategy has been prepared by PlaceFirst and agreed with both CLG and HLF to ensure that any procurement is properly planned and carried out in accordance with the terms of the grant agreements. The Council’s Funding Agreement with PlaceFirst and Ashton Old Baths Ltd establishes that appropriate agreements and controls are in place and ensures that the Council is not exposed to any corresponding undue risk in this or any other respect.

5. All elements of the project, with the exception of the activity plan, will be contracted by Place First and Ashton Old Baths Ltd. The Council is working with PlaceFirst and Ashton Old Baths Ltd to ensure that all contract considerations are properly taken into account, and that contracts are not inadvertently created through misapplication of terminology and properly addressed in agreements.

6. There is no element of double counting of grant awards already received for the St Petersfield area relating to the project.

7. Planning permission and listed building consent are now in place for the project.

8. The Council is not exposed as accountable body for the ERDF grant as the award is directly to Ashton Old Baths Ltd with a guarantee from PlaceFirst. However, the Council is the applicant for the Heritage Enterprise grant and any residual risks will be reviewed at all key milestones.

9. PlaceFirst holds the registered title to Ashton Old Baths and ASK Developments have no registered interests in the building.

10. Following further consultation with PlaceFirst and HLF, the project no longer requires the establishment of a charitable trust as reported in the previous key decision report. Details of the new proposed arrangements are presented later in this report.


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STAKEHOLDERS

The below table provide the key stakeholders and interest in the project.


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Party Interest in Project

ERDF ERDF will be investing £1,000,000 of grant funding into the project.

HLF

HLF has invested two stages of grant monies into the project. The Stage 1 was a contribution was £159,600. The Stage 2 contribution has been revised down to £1,712,000 from £1,836,000.

PlaceFirst Limited

PlaceFirst Limited is the current owner of Ashton Old Baths. In addition PlaceFirst Limited has provided a contribution of £14,102 to the development phase of the HLF project. PlaceFirst Limited receive the following from the project:

Developer’s return of £195,770 for the delivery of the project.

Potential for future income to be derived from that part of Ashton Old Baths which is not to be leased to the Council.

The value of the property when the lease to the Council expires.

Ashton (Old) Baths Limited

Ashton (Old) Baths Limited is a Special Purpose Vehicle subsidiary of PlaceFirst Limited which has been set up to deliver the project.

Management Committee

Upon completion of the refurbishment works the management committee will be responsible for running the property for a proposed period of 15 years with the option of an additional 5-year term on a commercial basis. It is currently proposed that this role will be fulfilled by the Enterprise Board.

The Council

The Council has or will be contributing the following sums to the project:

£14,102 towards Stage 1 of the HLF’s funding.

A further contribution of £205,000 which this report seeks to increase by £123,956 to £328,956. The sum of £123,956 was approved by a Key Decision of 28 March 2014 toward the ERDF application but is not now required for that purpose and consent is now sought to utilise that sum towards the HLF application to cover a reduction in the HLF grant which has been offered.

A contribution of £180,462 towards the stage E design work and delivery

Head lease for Ashton Old Baths

Operator Body To be selected following a tender exercise and appointed prior to completion. The Operator Body will be responsible for marketing, tenant allocation, providing tenants with services and collecting rent and service charge.

Local Stakeholders

The Operating Body is a requirement of the HLF funding, the application for which stated that Local Stakeholders would participate in the Operating Body.

Tenant Local businesses taking up space for operating in the incubation hub.

Service Providers:

- Hanley & Co – Chartered Accountants and Business Advisors

- Royal Bank of Scotland

- Digitalplace

- Manchester Digital Development Agency

- BSA Marketing

Local business providing support services to tenants at Ashton Old Baths including e.g. marketing, accountancy etc.


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Relationships

The relationship between the parties will be governed by various legal documents, which are as

follows:

Document Parties Roles and Responsibilities

ERDF Funding Agreement (1) CLG (2) Place First Limited and (3) Ashton (Old Baths) Limited

PlaceFirst Limited made an application to ERDF on 14 May 2014. That application was successful and resulted in the parties entering into a Funding Agreement on 2 September 2014. The application and Funding Agreement contains detailed requirements for delivery of the project and use of the ERDF Grant which PlaceFirst Limited will be required to comply with.

HLF Funding Agreement (1) HLF and (2) the Council

The Council, supported by PlaceFirst Limited made an application to HLF on 13 June 2014. The Council continues to liaise with HLF to determine the final amount of the grant. If successful and once the figure is agreed the Council will be required to enter into a Funding Agreement in which the Council will be required to comply with the terms of the application and the Funding Agreement.

Funding Agreement (1) the Council and (2) PlaceFirst Limited

PlaceFirst Limited and/or Ashton (Old) Baths Limited will be responsible for delivery of the project utilising the funds made available by ERDF, HLF and the Council. The Council will enter into an agreement (named a Funding Agreement) with PlaceFirst Limited and/or Ashton (Old) Baths Limited to ensure that the project is delivered in accordance with the ERDF and HLF Funding Agreements and the requirements of the Council.

Constitutional Documents for Management Committee

The Enterprise Board, the Council and Local Stakeholders

Depending upon how the Council selects its management approach of the Management Committee it may be necessary to produce constitutional documents (such as memorandum and articles of association; and shareholders agreement).

Agreement for Lease (1) PlaceFirst Limited AND/OR Ashton (Old)

The Council will need agreement which sets out what works will be done to the building, to what

- Bromleys

- Tameside Council (Tameside Business Family)

- Venture Capitalist

- Manchester Digital


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Baths Limited and (2) Council

timescale and when it will formally be required to enter into a lease of the property. The Agreement for Lease will deal with this detail.

Lease (1) PlaceFirst Limited and (2) the Council

Once Ashton (Old) Baths Limited has completed the works, a lease will be granted by PlaceFirst Limited to the Council.

Contract (1) The Council and (2) Operating Body

The Council to tender the operational package of works in advance of the works completing.

Tenants lease (2) Operating Body (2) tenants

Once a lease has been granted to the Operating Body agreements can be made with the tenants. The end user will occupy the space on flexible terms allowing easy access and exit. This is necessary due to the nature of the companies which are highly dynamic and likely only to be short term, therefore, it is unlikely that they would wish to be fettered by a lease on complex agreements

PROJECT CONTEXT

Building

Ashton (Old) Baths is a Grade II* listed building and is currently on English Heritage’s Heritage at

Risk Register (List Entry Number 1067992). Its condition is classified as being ‘Poor’ and within

Priority band ‘E’ which means that it is “under repair on in fair to good repair” but with no user

identified.

PlaceFirst Ltd acquired the freehold ownership of the building in May 2014. As such, the

condition of the building, and the management and maintenance has largely been guided by the

previous ownership.

Prior to the recent purchase by PlaceFirst Ltd, the building had been in the freehold ownership

of ASK Developments Ltd. A long term approach to the management and maintenance of the

building was not in place. However, emergency temporary protecting works were completed on

the building in 2007 to make it weather tight. This has arrested the rapid deterioration caused

by extensive water ingress. However, the condition of the external and internal fabric of the

building still continues to deteriorate due to general cost of maintenance.

Prior to the emergency works the level of water ingress had caused the timber roof trusses and

suspended timber first floor to deteriorate to such an extent that they are now structurally

unsafe. Lintels and brick arches over openings have failed and some of the brickwork has been

so saturated with water in the past that it has collapsed in places. Although much of the

building was stabilised under the emergency repairs these were intended to have a 10-year

lifespan and are starting to show signs of deterioration. Vegetation growth and continual

weathering/ lack of maintenance continue to cause deterioration to the external brickwork and

masonry which has serious implications regarding the structural integrity of the whole building.

Numerous elements of the building were recently (early 2012) ranked as “bad” within a detailed

condition survey that was carried out by Stephen Levrant Heritage Architecture Ltd (SHLA). This

includes for example:


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■ Collapsed timber roofs and floors (currently being supported by scaffolding and

temporary corrugated iron roof structures)

■ Water ingress on stonework and plaster leading to damp issues, peeling and rot

with damage to original Victorian features, paint, plaster mortar and brickwork

■ Structural issues caused by spalling and deterioration to first floor filler joists and

steel beam corrosion

The key findings from work undertaken at the development stage regarding the condition of the

building are as follows:

■ Due to the arrest of water ingress the building has had the opportunity to dry out

considerably.

■ The mortar joints to the external brick elevations have severely weathered. This is

resulting in water ingress to the brickwork and the deterioration and staining of

some areas of stone and brickwork. Comprehensive repointing of all the

elevations is now required.

■ Localised areas of repointing that were undertaken as part of the emergency

works (and later) have been done using a cement based mortar rather than a lime

based mortar. The use of cement based mortar is unacceptable in historic

buildings and will result in further deterioration of the brickwork and could lead to

structural issues. The areas repointed in cement based mortar will need to be

raked out and repointed using a lime based mortar.

■ Due to the weathered mortar joints, localised areas of brickwork and stonework

need replacement.

A full analysis of the condition of the building is available from the Council Project Manager –

Elemental schedule of condition and work. .

A full structural analysis undertaken during the development stage is available from the Council

Project Manager. A structural survey of the building also showed a relatively poor state of repair

with a number of defects including:

■ Roofing – Slipped roof slates allowing water ingress into the main hall and onto the

roof and gallery walkway timbers

■ Guttering – Broken and incomplete rainwater guttering and downpipes allowing

water to saturate the external walls with resulting weathering and efflorescence

■ Pointing – heavily weathered pointing throughout, with many perpendicular joints

fully weathered, allowing water ingress deep into the masonry walls

■ Brick & Stone Spalling – Due to the failure of the pointing brickwork to the elevations

has spalled and in some instances this is greater than 10mm


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Although not structural, if these defects continue to deteriorate they may become structurally

significant due to the resulting loss of structural section and load capacity. A significant

structural defect within the main pool hall is the cracking and bulging to the existing masonry to

the southwest corner. Large vertical and diagonal cracks are evident to both the South and West

corner elevations. A number of historic interventions appear to have been made including;

insertion of steel beams within the gallery floor, steel strapping across the cracks and temporary

propping works, and most recently the rebuilding and repair of the end bay to the south

elevation. It is not known if this movement is historic or progressive and a separate programme

of long-term monitoring works should therefore be implemented.

The current condition of the building has been used to inform and scope out the proposed

capital investment works to be delivered by this project.

Socio economic characteristics

According to the English Indices of Deprivation 2010 both lower super output areas (LSOAs)

(E01005952; West Park and E01005948: Town Centre) which immediately border the proposed

site are in the worst 5% nationally in the Indices of Deprivation. These LSOs are ranked the

second and third most deprived out of the 141 LSOAs in Tameside.

The economy is characterised by:

The median household income in Tameside is £25,346, which is slightly less than the

Greater Manchester median of £25,833. It is also lower than the Great Britain median of

£28,420.

The unemployment rate, (Job Seekers Allowance (JSA)), in Tameside was 5.0% in April

2013; similar to the figure of 5.1% in April 2012. The rate in Tameside is significantly

higher than the national average of 3.8%. Female unemployment incurred an increase

during this time (a rise of 5.5%), whereas male unemployment decreased (a fall of 5.7%

from April 2012).

6.5% of young people aged 16 to 18 in Tameside were not in education, training or

employment (NEET) in March 2013.

The recently published Tameside Economic Strategy (2013) summarised the main weaknesses in

the socio-economic profile of Tameside as being the result of the following:

Poor skill levels of the resident population.

The working population has significantly lower skills than the national average.

Poor skill levels have led to employment in lower graded occupations.

As a result the average wages of Tameside residents are the lowest in Greater

Manchester.

The economy is also relatively small compared to the number of residents.

Tameside has a reasonably high proportion of out-commuters.

The economy is reasonably reliant on the public sector for employment and knowledge

intensive sectors are under-represented within the economy.

There is a view that the aspirations of the resident population are relatively low overall.

Educational attainment, whilst rising, remains just below the average for England.

There is also a view that the built environment is poor.

The higher end housing offer is limited and there are few communities recorded as

being amongst the least deprived in England.


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The low skills levels, and high number of NEET young people suggest that there exists an

opportunity to use the Ashton (Old) Baths project to encourage young people to take up

apprenticeships, to develop heritage related skills that could in turn help to raise skills levels and

lead to future employment. The project provides an opportunity to not only grow the business

base of the local economy which could in turn help to create more jobs and learning

opportunities, but also through the proposed volunteer and apprenticeship training scheme

help to increase the level of heritage based skills.

The negative perceptions of the built environment by the local population could also be

challenged through bringing back into use Ashton (Old) Baths, as a unique heritage asset to

Tameside. The increased provision of workspace for developing businesses within Ashton (Old)

Baths could also help to reduce the out-commuting of people with higher skills levels.

At present people cannot access or enjoy the heritage of Ashton (Old) Baths. The building is in a

derelict state, and all windows and doors have been boarded up to ensure security and to keep

the building water tight. The current condition of the building does not allow people to

appreciate its history, or the story behind its development and role in the social and

architectural heritage and history of the town. There exists a real opportunity to open the

building up to the local community again, and embed it as an important part of the St Petersfield

public space. It will also have an economic impact in providing space for companies to grow and

prosper.

Key economic/regeneration strategies

The project directly relates to a number of local and regional strategies and planning policies

both established and emerging, these are summarised below.

The Tameside Economic Strategy

The key element within the Tameside Economic Strategy identifies the following:

■ Improving the skills of our workforce is key to providing people with the best

possible chance in the labour market.

■ We also need to develop higher level skills in order to attract new employers to

the borough and enable existing companies to innovate and grow.

■ We need to work together both to encourage more business start-ups and to help

existing business to grow in size.

■ To reach their customers and trade competitively, Tameside's businesses need

access to state-of-the-art broadband and wireless internet connections, web

based technology.

The Economic Strategy is composed of three key areas People, Enterprise and Place. Each of

these three groups have identified a governance structure, which sees Delivery Boards set up,

which feed up to the Prosperous Tameside Delivery Board. The Board is ultimately accountable

for delivering the Economic Strategy. Whilst the theme groups are still in the emerging state the

development of the Place Group and the Enterprise Groups are particularly noteworthy. The

Place group has set its delivery priorities which include Ashton Town Centre, and in particular

the key driver projects, which include St Petersfield. The Enterprise Group has set its delivery

priorities in the support of business growth, new start-ups and increasing the number of social

enterprises. The development of St Petersfield will create a thriving commercial area providing


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both the space and tools to achieve this. The development is therefore in direct compliance with

the delivery priorities of the Place and Enterprise agenda within Tameside.

The strategy also outlines some key opportunities that, potentially, the proposed development

of Ashton (old) Baths could hope to capitalise on, these include:

■ The lower rate of aging observable within Tameside should lead to an increase in

economic activity rates greater than those observed nationally.

■ Further economic growth expected in Greater Manchester can and will provide

further opportunities for residents and businesses in Tameside.

■ Cost competitiveness could attract new business to Tameside.

■ Ashton is a key centre for the area with a concentration of residents, businesses

and local amenities.

■ A number of high quality employers also remain in the area.

Alongside these opportunities the strategy outlines threats to the borough these include; that a

lack of quality employment space remains an issue, preventing the expansion of companies and

therefore hindering the potential for further investment to the area. TMBC also highlight that

the lack of an agreed focal point for the area dilutes interventions and no single location

achieves standards expected of thriving commercial centres.

However it is thought that Ashton-under-Lyne is unofficially taken to be the main centre within

Tameside, with the TMBC offices located there and the ongoing Metrolink extension. It is hoped

that the development of St Petersfield and Ashton (old) Baths will add to this and drive the area

forward economically, providing the vital quality employment space needed to attract new

business and grow local companies, and therefore result in the establishment of St Petersfield

and therefore Ashton-under-Lyne as a thriving commercial centre and a focal point within the

wider borough.

The Tameside Empty Property Strategy

The development is also directly linked to the emerging Tameside Empty Property Strategy,

which has recently undergone consultation. The strategy looks at both commercial and

residential empty units and what impact these units have on both adjacent units, the wider

community and perceptions of an area. The document also develops a process for tackling the

empty units and importantly emphasises the need to bring empty units back into use to ensure

improved economic vitality for Tameside. The works proposed will result in an empty unit in a

key strategic location brought back into use, thus improving the perception and economic

vitality of the area, which could assist the further development of the St Petersfield Master Plan.

The Greater Manchester Strategy

The key message delivered in the Greater Manchester Strategy (GMS) is creating a quality place

to live. This means making the most of distinct cultures, communities and world class cultural

and other assets within the Greater Manchester area. This fits well with the project as the GMS

places emphasis on:

■ Expanding and diversifying the city regions economic base by improving business

survival and growth rates by providing office accommodation tailored at growth

industries.


Page 17

■ Review city region governance to ensure effective and efficient development

systems by funding this project which would not ordinarily happen without public

sector intervention.

■ Building the city regions sense of place by developing and improving Ashton town

centre.

■ Provide an opportunity to attract, retain and nurture the best talent by providing

space for entrepreneurial and professional businesses to set up and grow.

■ The growth of Greater Manchester’s international competitiveness as a key area;

recognising cultural, historical and heritage assets as integral to attracting people

to Greater Manchester.

In particular the development will support this strategy by:

■ Creating additional highly skilled employment opportunities

■ Increasing the quantity of knowledge workers and decision makers working in the

city region at both early {25-34) and mid {35-44) stage of their career

■ Increasing the number of innovative entrepreneurs living and working in the city

region

■ Increasing business start-ups of high growth firms

The proposed development will deliver the above objectives by providing high quality

accommodation to attract small emerging and established businesses comprising of skilled

individuals. This is aided by the location of the development within the St Petersfield

development, which is a strategic development site within Tameside.

Manchester’s Digital Strategy

Manchester’s digital strategy aims to cement Manchester’s well established reputation in the

digital world and expand on the progress made since the most recent Digital Strategy published

in 2008. This is set out as a 10 point plan that will drive the Council's digital priorities and move

the city forward rapidly as an example of best practice on a national and international stage.

The proposed new use of Ashton (old) Baths will be a private – public investment project, to

create a business incubator consisting of 22 flexible units of varying size. Alongside this there are

provisions made to install the latest high speed digital cabling and data centres during the

capital works phase. This project therefore will help to play a major role in bringing the newest

digital technologies to Tameside, thereby representing an investment in the infrastructure

required to drive through the Digital Strategies key objectives.

Many digital connectivity projects have been focused closer to the city centre and this scheme

provides a welcome expansion to a less developed commercial centre.

Tameside Joint Core Strategy & Development Management Policies DPD

The formation of the Tameside Core Strategy is still ongoing, with the target of adopting the

strategy in 2015. However consultation on the preferred options is being reviewed.

The consultation on the Councils Core Strategy Issues and Options made reference to the

importance of office accommodation for Tameside. It states that Ashton town centre and the

office market are opportunities that could drive growth with the appropriate investment and

development.


Page 18

The Core Strategy will also suggest that TMBC understand that heritage assets are a non-

renewable resource and that their stewardship is shared by owners, developers and managers.

The strategy also suggests that change to these assets must balance a number of inter related

public and private interests, and that re-use can be achieved whilst accommodating these

interests. This is something the re-use of Ashton (old) Baths will achieve, primarily through the

predicted boost to local economy.

Furthermore successful completion of the project will result in the removal of Ashton (old) Baths

from English Heritage’s Heritage at Risk Register, another key aim highlighted within the

proposed elements of the Core Strategy.

Tameside Conservation Area Appraisal

The Council is currently preparing a Conservation Area Appraisal. The document is in draft form

at present and has yet to go through the consultation process. The St Petersfield area, including

Ashton (Old) Baths lies within the existing Conservation Area boundary. The designation was

extended in 1991 to bring the western extent of the planned town under protection prior to

large-scale clearance and redevelopment. The draft appraisal notes the impact of regeneration

works in St Petersfield and concludes that, with the exception of the historic road layout and the

few remaining 19th century buildings (including the Baths), the area no longer demonstrates the

special architectural or historic interest to justify its inclusion within the Town Centre

Conservation Area boundary. The report recommends that St Petersfield is deleted from the

designation. This said, buildings in St Petersfield retain a role in enclosing views along the

Stamford Street corridor between the two churches of St Peter and St Michael and All Angels.

The Campanile of the Baths is an important landmark along this vista line and any future

development would be expected to preserve both the physical and visual link through the town.

Opportunities for improving the heritage

A detailed physical impact assessment of the proposed project is included in Conservation

Assessment, available from the Council Project Manager. The impact assessment illustrates that

the overall impact of the proposed works on the fabric of the Grade II* listed building will be

beneficial. It is also considered that the proposed installation of the freestanding pod structure

will have a beneficial impact as it will enable the viable active use of the building. The proposed

repairs and restoration of the roof structure, elevations and windows will preserve and enhance

the appearance of the building. The initial proposed works to make the building weather tight

and structurally sound are essential to ensuring the heritage asset is no longer at risk.

The proposed scheme will secure the retention and long-term future of a grade II* listed

building which is on the ‘Heritage at Risk Register’ and is currently underused and in ‘poor’

condition. Sensitive heritage repair works will be undertaken to the building internally and

externally, and will help return it to its former glory. The insertion of the freestanding structure

within the former main pool hall will minimise impact on the building’s fabric; be sympathetic to

surviving historic/architectural features; and ensure an appropriate level of floorspace is

provided to secure the economic viability of the scheme and the long-term future of the

building.

The freestanding structure will provide three mezzanine floors of office workspace and is

innovative both in terms of its design and approach. It will stand independent from the existing

structural fabric of the building which will maintain views of existing columns, archways, roof

trusses and general internal fabric, and allow the open volume of the main pool hall to be


Page 19

appreciated. Importantly the insertion of the freestanding structure will be reversible and could

be removed in the future if necessary to allow and alterative use.

As one of the principal landmark buildings in the Ashton Town Centre Conservation Area the

refurbishment of Ashton Old Baths will significantly enhance the character and appearance of

the conservation area. It will ensure the retention of a unique part of the heritage of the area,

whilst the restoration and increased use of the building will act as catalyst for Town Centre

Investment, improving the immediate surrounding environment and having a positive impact on

neighbouring sites and the streetscene.

PROJECT DELIVERY

Management

Prior and during works

The project management structure can be seen below

The reporting structure will be relatively simple, and the project will ultimately be governed by a steering group. The steering group will comprise of representatives from the Council, PlaceFirst Ltd/PlaceFirst and the employers agent for the project. The steering group will meet on a monthly basis. The steering group will include the following representatives:

Damien Burke (Assistant Executive Director - Sustainable Growth- TMBC)


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Ade Alao (Development Team Manager – TMBC)

Richard Humphreys (Development Surveyor - TMBC)

Jane Ravenscroft (Finance – TMBC)

Paul Davies (Legal – TMBC)

David Smith-Milne (Managing Director – PlaceFirst)

Max King (Development Director – PlaceFirst)

Victoria Hoare (Heritage Investment Manager - PlaceFirst)

The Steering group role will be:

Providing leadership and resources for the project

Establishing strategic plans to meet needs of the project

Report on progress, approvals and key decisions

Approval of project objectives, scope, briefing, and project management documentation prior to any expenditure.

Communicating information about the project to the other stakeholder groups.

Responsibility for the authorisation of subsequent budget expenditure agreed by the appropriate forum, in line with the Project Plan, Stage Boundaries, and Financial Forecast.

Recommendations and authorisation of future actions on a project

Review/ approve changes affecting scope, timing, cost and quality

Monitoring and Reporting and Control

The capital delivery phase of the project will be led by Ade Alao (TMBC) and Max king (PlaceFirst) on behalf of the Council and PlaceFirst, alongside an appointed Employers Agent.

The delivery of the project will be managed by two delivery groups – capital and operational & activity and will report directly to the steering group. Meeting fortnightly, the terms of reference for both groups are:

Focused on day to day operational management and co-ordination of delivery stream

Facilitate and service the Steering Group

Co-ordinate the project plans for all working groups

Deliver the brief

Monitor the programme

Provide a robust financial management of funds

Monitor progress against overall performance indicators

Manage risk

The Employers Agent will manage the day to day management and co-ordination of the groups.


Page 21

The capital delivery team (responsible for delivery of the conservation works and pod development) will include the following representatives:

Employers Agents

Building contractor (TBA)

Conservation Architect

M&E Engineer

Structural Engineer

Cost Consultancy & CDM Coordinator

Planning Consultants

The operational and activity delivery team, will meet during the delivery phase to ensure that the planning and management of the programme of activities is executed according to the project plan and that steps are taken to put in place the necessary management and operational arrangements (e.g. formation of the Operating Body and procurement of the operator). The operational delivery team will include the following representatives:

Emma Varnam, TMBC (leading activity planning)

David Smith-Milne, MD, PlaceFirst (leading operator procurement)

Ade Alao, TMBC (leading Operating Body development)

Richard Humphreys, TMBC (on behalf of business support providers)

Operator (following appointment by the Council)

All project costs will be verified through the employer’s agent. The project monitoring will be

longitudinal, and monitoring processes will be established at the start of the project. The

monitoring will be ongoing throughout the lifetime of the project, and the delivery partner/s will

report monthly to the lead construction project manager (Max King) and Steering Group on the

achievement of outputs and spend. This feedback will enable the Steering Group to decide on

changes required to the project and to implement these.

The project will be monitored according to:

Achievement of brief

Timescale

Cost

Monthly statement of progress

Outputs achieved

Claims to HLF will be processed by Ade Alao. These will be submitted on a monthly or quarterly basis (in line with the HLF Funding Agreement) and will clearly report achievement against financial and output profiles. Any capital works undertaken for the claim will be monitored and verified by the appointed QS or other suitable qualified person, which will ensure the works completed by the contractor are in fact complete (and therefore comply with defrayed expenditure requirements) and completed to suitable standard.


Page 22

A clear audit trail will be established for the project which includes logging of all project invoices (income and expenditure) and log of all publicity documents to ensure HLF guidelines are met.

Post works

The main outcome for the project is that Ashton (Old) Baths will be brought back into economic

use, and the grade II* listed building will be preserved for future generations. Following

investment, the project provides a sustainable and viable long term solution for the building that

helps the local economy – through the provision of space for businesses to grow and develop –

and also contributes to the long term aspirations for the redevelopment of the St Petersfield

area.

Please refer to Development Appraisal for more details on the proposed long-term operational

arrangements for the project, which is available from the Council Project Manager. In summary,

once complete, the centre will be run and operated on a day to day basis by a specialist

operator. The Operating Body will be tendered for the purpose of maintaining and operating

the building.

The Council will be tendering to select the Operating Body, which once appointed they will

operate the Incubator Centre and be responsible for marketing, providing tenants with services

and collecting rent and service charge.

Once the delivery phase is completed, it is proposed that a management committee involving

the Tameside Enterprise Board and other relevant stakeholders is established to oversee the

operation of the building. The membership and terms of reference of the management

committee will be the subject of a future report.

Furthermore, discussions between the Council and PlaceFirst have also concluded that there is

an appetite for PlaceFirst to grant an option to extend the proposed lease for a further 5 years

(making 20 years in total) at 15 years. This option will be included within the lease

documentation and can be shared with HLF as required.

The Operating Body will employ specialist staff to operate the Incubator facility. These staff will

include a centre manager and other specialist service providers to help tenants to develop and

grow.

Where the revenues exceed its operating costs, profits generated will be reinvested into the

operation of the building and or enhanced services for its tenants.

Vital to the long term sustainability of the project is confidence in generating demand for the

project. Tameside Business Family has been approached with interest from several companies

operating in the creative industry. These are companies seeking new premises in Tameside and

some have previously sought to relocate to St Petersfield, however due to the costs of new build

this proved unfeasible. These types of companies could relocate to Ashton (Old) Baths, due to its

affordable provision following a similar concept to the Sharp project in Manchester. In this

instance key anchor tenants were attracted to the building, which attracted other companies

with synergies, therefore creating a critical mass.

Ensuing high occupancy levels will be critical to the long term sustainability of the project, and

early indicators show that there is a latent unmet demand in the economy for this type of

project. In order to demonstrate demand for the project, in collaboration with Tameside

Business Family, a soft market testing exercise has been undertaken. This selected only 50


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businesses, which is a small proportion of the businesses that would be targeted for the

completed scheme. 10 companies expressed an interest in the proposed scheme at this early

stage, with a further six companies expressing an interest following the soft market testing. The

appointed operating company will undertake early marketing of the space in order to secure

pre-lets. This will help to ensure that the centre can hit the ground running.

The management and maintenance plan developed as part of the project will be used to guide

the annual reactive and active maintenance of the building, which will be funded through rental

income. This will be overseen by the Operating Body with the proposed Management

Committee comprising of Tameside Enterprise Board and other relevant stakeholders proposed

to take a monitoring role. The purpose of the plan is to

Identify all issues that affect the management and maintenance of Ashton

(Old) Baths and assist with their resolution

Guide future management and ensure continuity in monitoring and resolution

Provide a basis for identifying management and maintenance priorities

Establish the resources required to achieve and sustain the overall

management and maintenance of the building

A budget has been set for planned management and maintenance based on the detailed

condition and professional surveys that have been undertaken on the building during the

development phase. The costs of maintaining the building have been incorporated into the

project income and expenditure forecasts (available from the Council Project Manager) and will

form part of the contractual agreements between PlaceFirst Ltd and the Operating Body . Any

profits generated by the operation of the facility will be re-invested into the on-going

management and maintenance of the building. This will also ensure that the investment that has

been made into the building by the HLF, ERDF, TMBC and PlaceFirst.

Funding Agreement

Extensive discussions with PlaceFirst and consultation with the funders has established the need

for a formal Funding Agreement between the Council, Ashton Old Baths Ltd and PlaceFirst for

the combined project. Consensus has now been reached between the parties and the funders

for the principles of the agreement as follows:

PlaceFirst owns the Ashton Old Baths building.

Ashton Old Baths Ltd, a subsidiary Special Purpose Vehicle of PlaceFirst and

guaranteed by PlaceFirst, secured £1m ERDF grant for the project.

Tameside Council accepted the offer of £159,600 HLF development grant and

provided a contribution of £14,101.

Place First delivered the HLF development phase and provided a contribution of

£14,102.

Tameside Council made an application for £1,712,000 HLF Stage 2 funding and

agrees to make a contribution of £328,900.

PlaceFirst grants Tameside Council a lease with a term of at least 15 years at

peppercorn rent with an option to extend for at least 5 years at market rent.


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Tameside Council will procure a specialist operator who will be responsible for

marketing, tenant allocation, providing tenants with services and collecting tenant

rent and service charge.

Any rental surplus is to be retained to be reinvested into the operation of the

building or providing enhanced services for its tenants.

In addition to the above principles, the Council also needs to ensure that there are appropriate

provisions within the legal agreement to minimise the Council’s overall risk exposure on the

project within an acceptable level. The issues considered include:

Transfer of as much as possible of the Heritage Enterprise funding obligations,

where the Council is the applicant, to PlaceFirst

Use of appropriate provisions to minimise state aid risk exposure

Use of appropriate provisions to minimise procurement risk exposure

Use of appropriate provisions to minimise contract liability risk exposure

Use of appropriate provisions to ensure that the Council is not inadvertently

exposed to the risk of assuming accountable body status for the ERDF funding

Use of appropriate provisions to ensure that the Council is able to recover up to its

total investment in the project at the end of the 15-year ERDF contract period in the

event of PlaceFirst’s disposal of the asset for a windfall. This is through a simple

overage arrangement for such eventuality.

Alongside the Partnership Agreement, two associated legal agreements will require the

Council’s consent. The Agreement for Lease is a contract between PlaceFirst Ltd as the Landlord

and the Council as the Tenant agreeing to enter into a Lease at some point in the future. The

Agreement for Lease binds PlaceFirst Ltd and the Council and is used because the property

cannot be immediately occupied. A copy of the Agreement for Lease is available from the

Project Manager.

The Lease has to be negotiated and agreed at the same time as the Agreement for Lease and is

proposed to be a full repairs and insurance lease. This means that the Council will have total

responsibility for the repair of the demised property. A copy of the Lease is available from the

Project Manager.

Marketing and Communication

A detailed Communication Plan has been prepared by the Councils Development Team and

Marketing & Communication Teams and PlaceFirst Ltd, see Appendix Two.

STAFFING RESOURCES

Project development and implementation

Current staffing requirements for the Council to oversee the project are as follows: Development Ade Alao Development Team Manager Richard Humphreys Development Surveyor


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Finance Jane Ravenscroft Resource Manager Activity Plan Emma Varnam Head of Culture Vanessa Rothwell Arts & Engagement Manager Marketing Darrell Beck Marketing and Communications Officer Legal Paul Davies Solicitor

GRANT CLAIMS AND PAYMENT

The Council will be responsible for preparation and submission of financial claims to HLF. HLF will make payments up to the Grant Expiry Date, pay the Council the Grant or any instalment of it in line with HLF terms of grant and the procedures explained in Receiving a grant as long as: a. the National Lottery continues to operate under the National Lottery etc. Act 1993 (as amended from time to time), and enough funds are made available to us under the Act; and

b. we are satisfied that you are achieving (and will continue to achieve) or have achieved the Approved Purposes in line with these terms of grant and that you are spending the Grant in proportion to any other funds you receive from other sources for the Approved Purposes. All grant claims will be completed working with finance and submitted by the Council Project Manager

IMPLEMENTATION

Proposed works

Summary of proposed works – internal and external fabric

A full schedule of proposed works has been prepared for the project. A full professional team

has been instructed to carry out schedules of repair and rehabilitation works covering phase 1

and 2. This team has included specialist heritage architects, structural engineers, design

architects, building services and quantity surveyors. This has culminated in a full schedule of

external and internal repairs.

In summary, the repairs works will include general brick repairs, cleaning, repointing and special

brick work and stone repairs and structural stabilisation works as a result of intrusive structural

surveys, necessary to maintain the integrity of the building in certain areas identified. The

estimated cost is £1,182,500 (including prelims).

Summary of proposed works – new build


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The proposal for the new build works are to develop a pod that will be used as a business

incubation space. This will take the form of one large pod located directly central the main pool

hall and entirely independent from the existing building’s internal structure. The pod is raised on

stilts to provide the appearance of it being suspended at the same level as the first floor

perimeter gallery that first housed timber changing cubicles.

In order to maintain views of the existing building’s internal fabric the workspace pods are

located centrally to the main pool area and independent from the existing structure and internal

brickwork elevations.

As well as the structural columns, elegant brickwork arches and many other key attributes of the

existing building, one of the most significant components is the timber roof structure. A number

of early massing models were created and some of the solutions masked large portions of this

area in particular. A more organic form developed where the external walls curved inwards

towards the centre and this change dramatically improved the overall sense of space and scale,

and would allow the timber trusses to remain exposed, enhancing views and greatly augmenting

the overall concept.

The massing and form of the pods has evolved to create comfortable sized workspace units,

utilise borrowed daylight from the existing mid-level perimeter windows, be easily ventilated

and most importantly from a heritage perspective maintain the feeling of large open space

whilst still exhibiting as much of the existing fabric as possible.

Integral to the viability and success of the scheme is the flexible nature of the office workspace.

This will be achieved by removable internal partition walls within the freestanding structure,

which can be repositioned to provide flexible office units that can be varied to meet occupiers’

needs. Varying the configuration of the office workspace will not affect the historic fabric of the

building and will only affect internal partition walls of the freestanding structure. This will mean

there will not be a requirement to submit a listed building consent application to make these

changes to the pod layouts.

The freestanding structure to be erected in the now in filled, former main pool hall has been

designed to ensure minimum impact on original built fabric. It will have a contemporary and

lightweight appearance, and will maintain views of existing historic structural fabric including

columns, archways, roof trusses and general internal fabric.

Importantly the structural interventions proposed will be fully reversible and could be removed

in future if necessary allowing a different use for the building.

Proposed Layout

The pair of entrance doors located on the northern elevation, adjacent to the old 1st class

changing rooms, exactly half way along the main pool hall, provides an ideal entrance for the

main area. By locating the vertical circulation core centrally off this axis the new installation

benefits from a very clear circulation route and also serves to break down the massing of the

new 3 storey office pod above.

Level 0

At the poolside level (Level 0) the old 1st class changing rooms will house some of the important

facilities such as a kitchen and WCs as well as essential components such as incoming utilities

and general plant space. This zone which runs parallel to the main pool hall is a single storey side


Page 27

component of the main building and by containing the services along this zone any externally

mounted plant can be located very discretely behind the parapet wall which acts as a screen in

excess of 1.2m high.

Around the perimeter of the main pool hall, beneath the first floor gallery, the semi enclosed

spaces provide an ideal opportunity to locate general seating areas for informal meetings and

amenity space. Further studies need to be carried out in order to dictate the type of furniture

used – such as acoustic seating or general tables and chairs.

The area once occupied by the old pool, which was 100ft long, has been filled in in recent years

and due to the problems envisaged with potential changes in level, as well as the content of the

back-fill material it has been decided to leave the pool infilled. Beneath the new pod installation

at the eastern half of the area occupied by the old bath, adjacent to the annex portion of the

building, the area will be left open to facilitate a general ‘hub’ area for occupants to share

canteen facilities and to act as general meeting space. This zone is seen as an extremely

important component of the overall building/workshop concept.

The other half of the old pool area, to the western portion of the building, is occupied by

approx. 100 sqm of workspace, clad in a lightweight construction and intended to read as a

separate internal component of the main pod installation.

Upper Levels

The central staircore is fully enclosed to provide at least 30mins fire protection in the event of

evacuation from the building. The doors however, are kept on ‘hold-opens’ to ease the

transition through the staircase through to the common areas. The doors only close in the event

of a fire to prevent any smoke ingress to the internal stairwell.

The floor zone immediately surrounding the vertical circulation core will be constructed using

lightweight materials to generate the feeling of an open airy space and to enhance views

through this central portion of the new installation across the pool hall and towards the existing

roof trusses. This central deck area will be connected at a single point only, by a small bridge link

to the perimeter gallery at Level 1. This bridge link is the only direct connection between the

new installation and the existing building, save for the floor area at Level 0. As well as provided

access between the Level 1 of the annex area, the main pool hall gallery and the new

workspaces, this connection also serves to enhance the escape strategy in the event of a fire.

The main pod is approx.10m wide internally at the lower 2 levels and this allows the workspaces

to either occupy its full width (benefitting from a dual aspect), or just one side of the pod,

divided from the other by a central open corridor. At Level 3 where the pod tapers inwards one

half of the area is occupied by enclosed workspace units and the remaining half is left open

serving as flexible space for open space seminars, small functions and general meeting area.

The actual workspace units are divided across the width of the pool hall by a structural grid

running at 3570mm centres. This grid responds directly to the existing setting out of the main

pool hall’s internal columns and archways. The new internal vertical columns within the pods

can be enclosed by lateral walls to provide either small workspace units or left exposed enabling

several units to be combined together depending on tenant requirements. The walls will be of a

lightweight construction in order to allow for a future flexibility, whilst adhering to any relevant


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acoustic requirements. The smallest workspace units are approx. 3.4 x 4.4m providing approx.

15sqm of net usable area.

The capital cost of the new build element is £1,067,305.

The total capital cost (including fit out of the internal pod structure in phase 1 and conservation

works) of the project is £2.9m (including fees, contingency, inflation, developer profit).

Activity Plan

The Activity Plan is a requirement by HLF and describes in detail the activities to ensure that

‘people have developed skills’ and ‘people have learnt about heritage’ as part of the project. A

copy of the project Activity Plan is available from the Project Manager. The main activities

include researching and producing heritage interpretation within the building, identifying

archive material, capturing memories of local residents who used the building, images and plans

of the baths through its history. The work will be underpinned by a comprehensive community

engagement programme which will involve individuals, civic and history groups. Local school

children will be engaged to study the architecture of the building and its heritage and use their

knowledge to complete architecture Arts Awards. A civic opening event will enable the general

public to see the interior and celebrate this significant building. Volunteers are being trained to

deliver “hard hat” tours of the building at different stages of the construction starting with the

Heritage Open Weekend in September 2014. Two apprenticeships will also be engaged on the

project to develop their skills in heritage, construction, research and event planning. The

Council’s Cultural Services Team will deliver the Activity Plan. The team has an excellent track

record in engagement on heritage and arts and was recently accredited by the Arts Council for

Arts Awards and Discovery Logs.

Monitoring and evaluation of Activity Plan

Monitoring and evaluation will be built into the project from the start and right up to the project

end, we will be able to assess the longer lasting outcomes and impact – i.e. have participants

remained actively involved/shared experiences/gone on to further study or volunteering. We

will collect metrics such as:

- Training and volunteer:

- Number of volunteer opportunities

- Number of apprenticeships

- Other impacts resulting from learning/training opportunities

- Activities undertaken (these are likely to include as a minimum):

- Number of visitors at hard hat open days

- Number of hits on “history/heritage” page of website

- Number of people involved in activities

- Number of schools engaged

- Number of Arts awards gained


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The metrics will be collected through events records, post-event questionnaires and monitoring

of engagement. This will be undertaken by the Apprentice appointed under the programme,

supported by TMBC and will feed into the wider project monitoring and evaluation process

Project Costs

A summary of the project cost plan is shown in the table below:

Item Total (£)

Conservation and repair works 1,075,000

Other capital works (including freestanding structure) 1,067,305

Fees 371,180

Contingency 251,350

Inflation 32,135

Developer’s return 195,770

Activity plan 44,700

Evaluation 3,500

Total 3,040,900

Project Funding

The funding for the project is summarised in the table below:

Item Total (£)

Heritage Enterprise Delivery Grant 1,712,000

ERDF Grant 1,000,000

Tameside Council contribution 328,900

Total 3,040,900

Programme

Confirmation of HLF Stage 2 Funding Approval By 20 October 2014

Tender period completed By 7 November 2014

Start on site By 24 November 2014

Phase 1 works completed By 30 September 2015

Opening Civic Event By 31 October 2015

Proposed management and maintenance standards following build completion


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We have reviewed the project requirements in terms of its long term management and maintenance requirements. Each maintenance item will be assessed according to a condition standard, as set out below:

1 Good – performing as intended and operating efficiently 2 Satisfactory – performing as intended but showing signs of minor deterioration 3 Poor – showing major defects and/or not operating as intended 4 Bad – life expired and/or serious risk of imminent failure

In carrying out the maintenance, we will ensure that the following key compliance requirements are met:

A. Planning and conservation regulations (particularly Listed Building) B. Fire regulations C. Asbestos regulations D. CDM-C regulations 2011 E. Health and Safety regulations

The overall aim of putting in place a management and maintenance plan for Ashton (Old) Baths is to ensure that the building never returns to its current condition, and that the Grade II* fabric and features are preserved for future generations. The management and maintenance objectives are:

To preserve the external and internal fabric of the Grade II* listed building.

To maintain the heritage of the significant architectural features using appropriate skills and materials.

To ensure that risks are minimised and effectively managed

To ensure that the new build structure proposed for the pool hall is sympathetic to the heritage and is maintained to complement the wider building.

To ensure that the building can be used for the purpose of business incubation and that the space meets Health and Safety regulations.

To protect the investment made into the buildings restoration, including the BREEAM very good rating

To manage the building efficiently and maximise revenue generation from the proposed use to enable reinvestment into of funds into the ongoing management and maintenance of the building

To provide a working manual for the aftercare of the restored building which will be reviewed and monitored by the Operating Body and building management team

To ensure there is adequate information for undertaking maintenance, replacements and upgrades

Proposed management and maintenance action plan and costs

A bespoke assessment of the long term maintenance requirements of the building has been

undertaken. This is due to its unique structure and the nature of the bespoke internal pod

structure proposed. The items listed have been assessed by the full project team and cover the

following key aspects of the buildings long-term maintenance:

Building fabric – external (phase 1 and 2) and internal (phase 1)

Pod structure – external (within the building) and internal


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Structural elements

Building services

The plan identifies the timeframe involved for delivering the management and maintenance

elements and takes into account the plan for the building to meet a BREEAM Very Good

standard.

The costs have been built up based on the detailed designs undertaken to date by the project

team (available from the Council Project Manager). An assessment of cost has been undertaken

by Appleyard & Trew (Cost Consultants).

Any uplift in maintenance costs will be covered by operating surplus and reinvested into the

maintenance of the building. In addition to the building maintenance costs listed, we have also

made an allowance to cover general equipment maintenance and replacement. This is included

in the income and expenditure model.

The 10 year maintenance cost of the building is expected to be £76,400. In addition to this, any

surplus generated by the operation will be retained by the Operating Body to respond to

proactive maintenance needs. In a stabilised year (year 3 onwards) this is over £10k per annum.

A provision has been made within the income and spending forecast (available from the Council

Project Manager) to cover the maintenance costs associated with the building and this will be

the responsibility of the Operating Body /operating company via a non repairing lease.

It is also worth noting that the eventual phase 2 building use will also be required to contribute

to the on-going management and maintenance costs of that element. As the internal fit out sits

outside of this project, it has not been possible to assess the maintenance costs of this element.

However, moving forward the full building costs will be reviewed and amended as required to

incorporate any revision

Review Process Copies of the plan will form part of the management arrangement between the Council and PlaceFirst Ltd. The Operating Body will be responsible for:

Delivery and implementation of maintenance service

Inspection of building

Updating condition surveys (as required)

Maintaining accurate records of energy resources

Carrying out planned maintenance

Procurement of works using external contractors / consultants

Liaison with building users to ensure works are carried out satisfactorily

Disaster and emergency responses

Management of maintenance budgets Plans for carrying out maintenance will be undertaken on an annual basis based on information from:

Condition surveys

Interim inspections

External contractor maintenance inspection (using a mobile platform where appropriate)

In house maintenance inspection (using a mobile platform where appropriate)

Architect quinquennial inspection


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Structural engineer inspection

Timber specialist inspection

Feedback from Operating Body staff / tenants The plan will be reviewed annually by the Operating Body and a 5 year review will take place to assess progress and likely management and maintenance requirements over the next 5 years. A revised action plan will be produced to meet requirements and rolled over to show either a surplus or backlog.

RISK

Project Risk Management

The project risk register is shown in the table below: Construction phase risks

Risk Likeliho

od

impact Mitigation Who will

lead this

Cost overrun /

Unknown

construction

structural

issues.

Medium High Carry out detailed pre survey

works and detailed scopes prior

to independent cost

assessment, competitive

traditional contract

procurement, project,

completion for a fixed price.

PlaceFirst

Ltd

Failure to

achieve listed

building

consent

timescales.

Low High Discussions with planners and

English Heritage during Stage 2

development. Informative and

clear planning submission.

PlaceFirst

Ltd / TMBC

Delays to

weather or

other external

factor.

Low Medium Suitable experienced contractor

and project team to resolve

issues as they arrive pre-

emptively.

PlaceFirst

Ltd /

Employers

Agent

Inadequate

capital grant

aid funding

secured.

Low Medium Assess legal advice to ensure

funding is state aid compliant.

TMBC /

PlaceFirst

Ltd

Not built on

time or project

Medium High Important pre-construction

development pursued diligently

PlaceFirst

Ltd /


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start delayed. to provide adequate time for

construction and fit out phases,

including allowance for

potential overrun. Build

programme constantly

monitored to ensure agreed

progress.

Contract

Administra

tor

Vandalism

during and

after

construction.

Low Medium Local police to be consulted and

safeguards included through

secure by design process.

PlaceFirst

Ltd /

Contractor

Cost overrun

due to design

alteration

driven by

client.

Low Medium All alterations up to final design

to be costed and included in

construction contract. Design to

be developed in sufficient detail

to be developed in consultation

with all project partners. Design

is to be frozen and signed off

against major changes and

against programme milestones.

PlaceFirst

Ltd / Cost

Consultant

Illness or

similar to key

members of

the Project

Team.

Low Low All professional consultants to

provide information relating to

understudies with a working

knowledge of the project.

Efficient monitoring, reporting

and filing procedures to enable

all members of the

development team to

understand the status of the

property at any given stage.

Project sponsors to ensure

similar measures are in place

within their own organisations.

Ashton

(Old) Baths

Procedural

delays

regarding

invoicing,

drawing down

of grant etc.

leading to cash

Medium Medium Capital cash flow to be

prepared in advance and on

time, reliable financial systems

established and adhered to

diligently.

Ashton

(Old Baths

Ltd /

Funding

Partners


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flow problems.

Operational Risks

Risk Likelihood impact Mitigation Who will lead this

Lack of, and / or failure to develop demand

Low High Develop marketing strategy and network with potential occupants

Centre Manager / Trust

Higher maintenance costs than anticipated

Low High Ensure rentals rates create a surplus to cover unforeseen costs. Developed management and maintenance plan

Centre Manager / Trust

Occupancy profile

build up is slower

than predicted.

Medium Medium Built into assumptions prudent

occupancy levels. Develop

marketing strategy and

competitive rental rates.

Centre

Manager

Anticipated

partnership

working fails.

Low Medium SLA drawn up for the project

with key providers.

Centre

Manager

Shortfall in

revenue budget.

Low Medium Costs have been benchmarked

against other centres.

Contingency in place.

Centre

Manager

State aid

compliance.

Medium Medium Implement the German

Managed Workspace Model.

PlaceFirst

Ltd

Document

retention and

audits.

Medium Medium Establish clear process for

collating, managing and storing

information for Article 55 and

other audits purposes.

PlaceFirst

Ltd

Legal Risks


If PlaceFirst/Ashton (Old) Baths fails to comply with the terms of its application to ERDF and the Funding Agreement then it may need to repay £1m to ERDF. If this happens then the

The Council facilitated an ERDF compliance training workshop on 29 August 2014 through the ERDF Technical Assistance Team for PlaceFirst to ensure that it is aware of ERDF’s



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Council risks losing its contribution to the project and having to repay the HLF Grant.

requirements.

The Funding Agreement should contain obligations on the part of PlaceFirst/Ashton (Old) Baths Ltd to comply with the terms of the application and Funding Agreement.


The Council has already contributed £14,101 towards the project and approved £180,462 to progress the project to RIBA Stage E ahead of the HLF funding decision. if approved by this Key Decision, the Council will be contributing a further £328,900.

If PlaceFirst/Ashton (Old) Baths fails to comply with the terms of the application and Funding Agreement with ERDF or fails to comply with obligations within the Funding Agreement relating to the HLF Grant then the Council stands to lose this contribution.



The Council has carried out financial due diligence on PlaceFirst Limited but this appears to have been conducted upon the basis of Placefirst Limited’s contribution to the scheme and not in the context of any indemnity which the Council might require to protect against repayment of the HLF

The Borough Treasurer has been asked to confirm that PlaceFirst Limited has sufficient financial standing in the context of the covenants which PlaceFirst Limited and/or Ashton (Old) Baths Limited enters into in the Funding Agreement.

The Borough Treasurer must complete the Financial Due Diligence as soon as possible, although this might not be until the details of the Funding Agreement are agreed.


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Grant and/or the Council’s contribution to the scheme.

If necessary the Council should consider whether insurance is advisable to protect against the risk of PlaceFirst Limited and/or Ashton (Old) Baths Limited failing to perform.

At present there is ambiguity over who the contracting parties will be. PlaceFirst Limited has set up Ashton (Old) Baths Limited to carry out the project. Both of those companies are party to the ERDF Funding Agreement which envisages Ashton (Old) Baths Limited granting a charge over Ashton Old Baths in favour of ERDF.

The Council must ensure that the Funding Agreement is with both PlaceFirst Limited and Ashton (Old) Baths Limited.


When determining the level of the HLF Grant, HLF valued the property and the Council presented a valuation prepared by DTZ to inform the HLF valuation. So far as Legal are aware both of those valuations were prepared upon the basis that the whole of Ashton Old Baths is to be let to the Operating Body, or, if not the whole of the property, that the part which is not let would remain unused over a period of 15 years. There is a risk that any increased value attributable to the redevelopment of Phase 2 could impact adversely upon the HLF Grant. It is not unreasonable to expect that part of the grant might become repayable if the valuation changes.

Any redevelopment of Phase 2 will require specific approval from HLF for an approved use.

The Council should keep this under review.

The Council will enter into an agreement for lease and until the terms are agreed the Council will have no right to

See further steps required. The Council must agree the terms of the Agreement for Lease without delay.


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require a lease of the property and will have not contractual protection in the event of faulty workmanship by PlaceFirst Limited and/or Ashton (Old) Baths Limited.

The Council is to be granted a lease of the property and until the terms are finalised the Council will not know whether it will be able to operate the property in a manner which fit the ERDF, HLF and Council’s own requirements.

See further steps required. The Council, must agree the terms of the Lease without delay.

There is a risk of PlaceFirst Limited and/or Ashton (Old) Baths Limited disposing of the property for a windfall. There has been suggestion of an overage agreement to secure value for the Council but no terms have been agreed.

See further steps required. The Council will need to negotiate and agree the terms of a Funding Agreement without delay.

GOVERNANCE

Council

On 11 December 2013, the Council’s Executive Cabinet resolved that:

1. Approval be given in principle to the Council to act as guarantor for the Ashton Old Baths ERDF project;

2. Approval be given in principle to contribute £1,062,000 towards the costs of delivering the Ashton Old Baths ERDF project;

3. Delegated authority be given to the Director of Economic Growth, Investment and Sustainability to secure the ERDF funding and in consultation with the Borough Solicitor and Executive Director of Finance negotiate with other parties as necessary for the delivery of the Ashton Old Baths project; and,

4. A Key Decision be made by the Executive Leader, First Deputy (Finance and Performance) and the Executive Member for Learning, Skills and Economic Growth to enable the project to proceed once confirmation of the ERDF funding was known and there was detailed implementation plan, detailing how the project risks would be managed together with a clear understanding of the overall project costs and timescales for delivery.


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In early 2014, the previous owners of the building, ASK Developments, advised the Council of their intention for a sale to PlaceFirst Ltd. Following extensive consultation with CLG, HLF, ASK and PlaceFirst a new strategy was agreed amongst the partners for securing the delivery of the project following the acquisition by PlaceFirst Ltd. On 28 March 2014, the Council took a key decision on the project and resolved:

A. That subject to any necessary due diligence the Council in principle:

1. supports PlaceFirst Ltd.’s application for £1 million ERDF funding towards the Ashton Old Baths project.

2. confirms bridging match funding of £719,248 and a contribution of £123,956 to secure the ERDF funding for the Ashton Old Baths until confirmation of Heritage Lottery Fund Stage 2 decision in September 2014.

3. authorises the formal acceptance of the offer of £159,600 HLF development grant, a Council contribution of £14,101 and for PlaceFirst Ltd to deliver the HLF development phase of the Ashton Old Baths project by 31 May 2014.

4. authorises the submission of the HLF Stage 2 funding bid for at least £1,506,500 by May 2014, a Council contribution of £205,000 and for PlaceFirst Ltd to progress the Ashton Old Baths project to RIBA Stage E by September 2014 at an estimated cost of £180,462.

5. notes that the Chair of Strengthening the Economy and Communities Scrutiny Panel has agreed that due to the urgency of the decision it will not be subject to the call – in procedure.

B. That subject to a successful outcome of the HLF Stage 2 funding bid, that a further Key Decision taking into account the financial and legal recommendations set out in the report will be undertaken (in line with the decision of the Executive Cabinet and Audit Panel on 11 December 2013), which will:

a. Confirm the level of ERDF funding and the commitment required from the Council.

b. Set out a detailed implementation plan detailing how project risks will be managed together with a clear understanding of the overall project costs and timescales for delivery, which should be to the satisfaction of the Borough Solicitor and Executive Director of Finance.

c. Authorise the Council enter into a partnership agreement with PlaceFirst Ltd to deliver the HLF delivery phase combined with the ERDF element of the Ashton Old Baths project.

d. Authorise the Executive Director (Economic Growth, Investment and Sustainability), in consultation with the Borough Solicitor, to undertake any negotiations and complete any agreements that may be required for the delivery of the Ashton Old Baths project.

A subsequent key decision is required to provide the following permissions:


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1. That the Council notes the award of £1,000,000 ERDF funding to PlaceFirst Ltd towards the Ashton Old Baths project.

2. That the Council notes the successful completion of Stage 1 (development phase) of the HLF Heritage Enterprise programme which secured £159,600 grant for the project.

3. That the Council confirms its previous decision to commission PlaceFirst Ltd to progress the Ashton Old Baths project to RIBA Stage E at an estimated cost of £180,462.

4. That the Council notes the offer of award of a Stage 2 (delivery phase) grant of £1,712,000 from the HLF Heritage Enterprise programme.

5. That the Council notes the implementation plan for the project detailing overall project costs, timescales for delivery and project risk management, as outlined in this report.

6. That the Council approves the Funding Agreement with Ashton Old Baths Ltd, and Agreement for Lease and Lease with PlaceFirst Ltd to enable the delivery of the combined Heritage Enterprise and ERDF project, and authorises the Executive Director (Economic Growth, Investment and Sustainability) in consultation with the Borough Solicitor, to finalise negotiations and complete the agreements.

7. That the Council approves the acceptance of the offer of £1,712,000 Heritage Enterprise Delivery Grant on the basis of the conditions set out in the award letter.

8. That the Council approves a funding contribution of £328,900 to the project which is a requirement of the HLF award.

9. That the Council approves the establishment of the Ashton Old Baths Delivery Project Board and the draft Terms of Reference.

Given the high profile of the project, as the first Heritage Enterprise award to reach delivery

phase in England, the Council’s financial interest in the project and its status as applicant for the

Heritage Enterprise funding, it will be necessary to implement a robust project governance

arrangement to ensure successful delivery of the project. It is proposed that a Project Board is

established to oversee project delivery, provide strategic oversight and direction to the project

team and monitor project activities throughout the delivery phase. This is similar to

arrangements that the Council has successfully used to deliver major projects in recent years.

The Project Board will also oversee the procurement of an operator.

A draft Terms of Reference for the proposed Ashton Old Baths Delivery Project Board is available

from the Project Manager.

Once the delivery phase is completed, it is proposed that a management committee involving the Tameside Enterprise Board and other relevant stakeholders is established to oversee the operation of the building. The membership and terms of reference of the management committee will be the subject of a future report.

DATA

Files

All project files will be stored electronically and maintained by the Development Team.


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PROJECT COMPLETION

Lessons Learned

An evaluation will be undertaken following the completion of the project to determine what lessons cam be learned. A session would be arranged as part of this evaluation and include key stakeholders involved in the project. Comments would be recorded from the session with such parameters as experience rating, failure points, links to deliverables each item refers to, impacts etc. A system of lessons learned could include or require the following: 1. Method/forum for submitting lessons learned to the Council Project Manager or senior management overlooking the project or running the functional areas that require changes based on lessons learned 2. Method or process for integrating those lessons into the organization

3. Method of entering the information, such as electronic lessons learned system (web- or network-based) or collection of documents, spreadsheets etc. 4. System to have these items as required components of milestones on the project plan 5. Success of a lessons learned system depends on a buy-in from the sponsor, the steering committee and the organization to all the items above.

SIGNOFF/ACKNOWLEDGEMENT

I agree that the Ashton Old Baths Implementation Plan is complete as is known today, accurately reflect the strategic and operational direction of the Economic Growth, Investment and Sustainability Directorate regarding the project, and when delivered fulfill the identified needs within the broader project goals. I understand that by agreeing to the Project Implementation Plan, I approve of the activities defined and authorise my directorate to participate as documented for the successful implementation of the project.. ________________________ Date: ___/___/___ Name Title


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APPENDIX ONE – ACTIVITY PLAN


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APPENDIX TWO – COMMUNICATIONS PLAN

Project:

Ashton (Old) Baths

Client:

Ashton (Old) Baths

Document:

Communication Strategy

Date:

October 2014

INTRODUCTION

Context

The project will deliver business incubator space for the technology and new media sector SME’s in a Grade II* Listed former Victorian Swimming Baths. The building was erected in 1870 and was previously used as Municipal Baths until the 1970s. Ashton (Old) Baths is currently derelict and is on English Heritage’s ‘Heritage at Risk Register 2013’ where it is described as ‘vacant’ and ‘in poor condition’.

Tameside Metropolitan Borough Council, acting under its Local Government powers, aims to secure the economic growth and regeneration of the St Petersfield area within Ashton-under-Lyne. Placefirst, a specialist developer of empty buildings, the building owner, wishes to redevelop the building as an incubator facility for small local companies.

The project will be delivered by two partners. These are PlaceFirst, a specialist developer of empty homes and in bringing forward the re-use of empty heritage assets and the building owner, and Tameside Metropolitan Borough Council, acting under its Local Government powers and responsibilities to further the economic growth and regeneration of the local area.

The partners will contribute to fund capital conservation works to the internal and external fabric of the main pool space and annex buildings. The project will create a 21st century business incubator facility within the pool hall. A total of 605 sq. m of high quality, flexible work space and other meeting and networking space will be created and offered to companies from the digital and new media sectors. Companies occupying the space will benefit from flexible and sub-market priced tenancies as well as support services from specially appointed support providers who will operate from the centre.

Purpose

Efficient communication and dissemination of information to the appropriate audience are important to the project and key to ensuring its success. Furthermore as a result of the funding arrangements of the Ashton (Old) Baths project, there are a number of publicity requirements that must be adhered to, and therefore effectively disseminated to the appropriate people.

The objectives of this strategy are:

■ To inform stakeholders of the plans to re-develop the building and the benefits of doing so.

■ Maintain general public support for the redevelopment by keeping all interested parties informed of developments.

■ Reduce the risk of misunderstanding and misperception of the project and its impacts by providing the right amount of information in appropriate detail at the right time.

■ Ensure communication is clear, concise, open and two – way.

■ Ensure information is easily accessible for the whole community.

■ Ensure all relevant parties follow the correct publicity requirements when using or delivering published materials.

The key messages of the Ashton (Old) Baths project will flow through a ‘target group’ orientated communication strategy.

TARGET GROUPS

Analysis of the information required to flow through the communication strategy has formed the basis of the target group selection process.

The following key target groups have been identified as having a significant influence regarding project communication:

■ Local Stakeholders

Local stakeholder groups identified as appropriate target groups for this project include:

Individual Members and Councillors of TMBC.

Individual Member and Councillors of other local areas (e.g. Oldham MBC).

Members of the Ashton-under-Lyne Civic Society.

Appropriate contacts at AGMA (Association of Greater Manchester Authorities).

■ Press & Media Outlets

Local and national levels.

■ Local Community

Including The Civic Society and local history or interest groups etc.

Ashton Town Team

■ Centre Operators

Operating company / Specialists.

■ Beneficiaries (Potential Tenants)

Digital & New Media SME’s.

KEY MESSAGES

The key messages that will be communicated will be both consistent across all target groups and will be tailored to each individual group as appropriate.

The key messages can be split into two key categories: Core project aims and key funding publicity requirements.

Core Project Aims (Messages)

The redevelopment of this long forgotten iconic Ashton building will provide a breath-taking centrepiece to one of the towns key gateways; St Petersfield. This ambitious redevelopment will bring greater economic prosperity to the town by positioning it as a new digital hub, designed to attract Digital & New Media SME’s. Placefirst have secured planning permission to redevelop the site, building a stand-alone structure within the brick building. As well as providing state of the art facilities which will attract new businesses to Ashton, the building will also house facilities for community use.

The core project aims and key objectives for Ashton (Old) Baths are:

■ The conservation of Ashton (Old) Baths, a grade II* listed former Victorian public baths, through a series of specialist restoration works.

■ A capital development within the building to provide 600 sq m of flexible business incubation space for SME’s within the Technology & New Media sector.

■ Targeted at the digital and creative sector and benefits from the recent installation of dark fibre (broadband) in St Petersfield which provides the highest speeds and reliability achievable in the UK.

■ Deliver a sustainable new use for the building and re-open it for the first time since the 1970’s and to remove the building from English Heritage’s Heritage at Risk Register.

■ Engage the local community and schools groups through the development and delivery of an activity and interpretation plan, alongside the capital phases of the project.

■ Establish a much needed economic resource for SME’s in an area of severe deprivation.

■ Keeping young entrepreneurs and potential business start – ups in Aston-under-Lyne, reversing the trend of relocation to the City Centre.

Funding Publicity Requirements

The complex nature of the project’s funding has resulted in the need for a detailed outline of the project publicity guidelines set out by both HLF and ERDF. Ensuring all publicity satisfies these guidelines is imperative as failure to adhere could result in serious consequences for the project – potentially including funding claw back.

This section therefore sets out all publicity requirements at various stages of the project.

Heritage Lottery Fund (HLF)

The Heritage Lottery Fund publicity guidelines are slightly more relaxed than ERDF, as are the consequences for failure to adhere and mainly concern the use of the logo. However it is still an important part of the grant agreement between Ashton (Old) Baths and HLF, and still carries potential risk if not followed correctly. The guidelines must therefore be followed as rigorously as possible, to ensure there is minimal disruption to the project resulting from issues arising relating to publicity.

Using the Logo

The HLF acknowledgement logo comes in two versions (shown below). Both are made up of the National Lottery ‘crossed fingers’ symbol and the HLF logo displayed together.

Where possible the colour version must be used in preference to the black & white logo. The black & White logo can also be inverted, producing a white text, to allow for use on a dark background where black or blue text is difficult to read.

The minimum size of the HLF logo is suggested by height; 10mm for the compact logo and 12mm for the landscape logo. The width of the logo should be proportionate to the height, ensuring it is clear and easy to read.

If the logo is to be used in larger acknowledgement materials (e.g. on the side of a building) it must be big enough to be clearly visible from a distance of 5 metres.

Figure 1 - HLF Logo Types

The defined exclusion zone around the logo (a border around the logo) must be included to ensure no intrusion by other graphic elements such as type or images. This must be equivalent to half the size of the ‘crossed fingers’ symbol on all sides of the logo.

Furthermore the logo must not be redrawn, altered, stretched or cropped in any way.

Where to Use the Logo

HLF require the grant to be acknowledged publicly, both during and after the project’s completion. This requires the logo to be displayed and be visible in public areas. The way in which the logo is used in this manner is up to the relevant member of the project team, and creativity is encouraged by HLF.

HLF guidance sets out various requirements for where the logo should be used on site:

■ Signage:

Plaques & signage are the preferred way of acknowledging the grant in the long term. Plaques showing the logo are required at every main customer entrance and exit.

■ Construction Site Boards:

Large site boards are required for the Ashton (Old) Baths project during the construction / physical stages of work. Again this must feature the logo and be situated at site entrances, exits and other points that are clearly visible to the public.

■ Other:

In some cases plaques and site boards may not be appropriate. In this case HLF suggest free standing signs, stickers or banners to be used. Again they encourage creativity in the display as long as the HLF logo is used and clearly visible.

A very basic version of all of the materials mentioned above can be requested from HLF free of charge. HLF guidance continues setting out various requirements for other uses of the logo:

■ Online & Social Media:

Grant funding acknowledgment online is required by HLF, including; on the home page of grantee websites and blogs, third-party websites and blogs, social media sites (e.g. Facebook & Twitter) and if applicable, within mobile phone or tablet apps.

■ Promotional Material & Publications:

The logo must be included on any form of promotional and printed materials, including but not limited to: Leaflets, brochures, newsletters (including electronic versions), maps, posters, postcards, guidebooks, annual reports and e-mails.

■ Events & Advertising:

The HLF grant must be acknowledged at any event relating to an activity funded by HLF (e.g. the restoration of Ashton (Old) Baths or any activities provided in the activity plan), this includes using the logo on; presentations, invitations, programmes and other promotional material.

The logo must also be used whenever a job or project vacancy is advertised that was funded by HLF.

Beyond the Logo

Where it is not possible to use the logo, projects must ensure high impact visual acknowledgement is still in place. HLF suggest the wording: ‘Supported by the National Lottery through the Heritage Lottery Fund’, or where space is limited, ‘Supported by the Heritage Lottery Fund’.

HLF also provide guidelines for composing press releases and engaging media in the correct way. In summary HLF suggest:

■ Announcing the grant as soon as possible after the grant notification letter has been received. The HLF website provides templates for press releases, these are not mandatory, however the project team must inform the grants officer for the Ashton (Old) Baths project once an announcement date has been decided.

■ The press release must contain the correct ‘Notes to Editors’ (available from the HLF website) and the grants officer must approve the press release before it is sent out.

HLF can provide a member of their team to speak on behalf of the organisation, this can be useful in ensuring HLF are properly acknowledged in interviews for TV, radio and other media.

HLF also require, as a part of the funding agreement that up to date photos are provided of all stages throughout the projects lifetime. Professional photographers are preferred, however as long as the images are well composed and of good quality this is not a necessity. Photos must include; before – during – after sets, people and heritage, events, archive images and images in which the HLF logo is visible. All images must be sent to the HLF grants officer by email or an online sharing service with the necessary consents for the images, this includes:

■ The copyright owner's consent for HLF to make use of the images.

■ Where images show people, their consent or the consent of their parents or guardians for HLF to make use of the images.

European Regional Development Fund (ERDF)

ERDF will ensure that regular monitoring activities and audits in relation to publicity requirements will take place throughout the lifetime of the project and that the correct and sufficient evidence has been collected to satisfy these requirements.

ERDF state that meeting these publicity requirements is part of the formal Funding Agreement, and that failure to publicise ERDF support could result in the project having to re-pay grant.

Using the Logo

The European Union logo is considered by ERDF as the primary visual representation for the grant programme and one of the most important tools. It is mandatory that it is used correctly, prominently and consistently on all publicity materials and project documentation produced.

There are two versions of the logo, both in black & white or colour, used to suit the document type, shown below.

Figure 2 - ERDF Logo Types

The preference is the use of the colour logo. If any part of a document is to be printed or appear in colour the colour logo must be used. If the document is to be printed or viewed in black & white only – the Black & White logo is an option.

If the document background colour is a colour other than white, the requirements recommend a decision be taken to ensure the black text of the logo can be seen clearly and is not hard to read. The guidance makes a recommendation that the text colour can be changed to white if this improves the clarity of the text.

The logo must be in a prominent and suitable position on all materials. It must be the same size and scale if used alongside other funders logos. As a minimum the logo, including the emblem, should be used at 40mm width (landscape logo) and 25mm height (portrait logo).

To prevent visual inference the logo must be positioned in its own clear space. This clear space depends on the size of the logo used and as a minimum should not be less than the letters EU in the word EUROPEAN.

Further restrictions on logo use are:

■ It must be Arial typeface on the logo (as per the figure above).

■ It must not be distorted when resizing.

■ It must not be rotated from the position shown in the figure above.

Billboards

Billboards must be erected on the sites of projects where infrastructure or construction projects are financed by ERDF, and where the total public contribution to the project exceeds €500,000. The Ashton (Old) Baths project will therefore require a Billboard that complies with the regulations set out below:

■ The billboard must be erected at the start of the works.

■ It should be sited to maximise opportunities for it to be seen by the public.

■ It must include the name of the project.

■ It must display the ERDF logo. The logo must take up at least 25% of the total billboard size.

■ When the project is completed it must be replaced with a permanent plaque within 6 months.

Plaques

Within 6 months of the completion of the project Ashton (Old) Baths will require a plaque to be placed in an appropriate visible place, ideally accessible to the general public. Plaques should be of a significant size and include the following:

■ Name of the project.

■ Name of the programme – ‘European Regional Development Fund’.

■ Description of the Activity supported by the project, e.g. this project provides incubation units to local businesses.

■ Display the full ERDF logo (at least 25% of the Plaque).

All plaques must be produced and funded by the projects, and costs for this will therefore have to be considered throughout the development and planning of the project.

Print & Publications

All printed documents and publications produced by the project must acknowledge ERDF funding received by displaying the full ERDF logo and ensuring it is visible and in a prominent position.

This extends, but is not restricted to, the following documents:

■ General advertisements, Job advertisements & notices.

■ Leaflets, brochures, flyers & posters.

■ Case studies.

■ Exhibition banners & display panels.

■ Invitations.

■ Business cards (for small promo items, such as business cards, the European flag emblem and words ‘EUROPEAN UNION’ can be used in place of the full logo).

■ Promotional items.

■ Newsletters.

■ Stationary.

■ Letterheads & compliment slips.

■ Reports & papers.

■ Project documentation.

■ Procurement material.

■ Job descriptions.

Electronic and hard copies of all the materials, including but not limited to those mentioned above, must be kept as and evidence record to demonstrate publicity requirements have been met.

Electronic Materials

All electronic materials and publications produced by the project must acknowledge ERDF funding received by displaying the full ERDF logo and ensuring it is visible and in a prominent position.

This extends, but is not restricted to, the following materials

■ Websites

■ E-Newsletters

■ Presentation Slides

■ Email footers & Signatures

■ Audio visual material including films, video, DVD, CD-ROMs etc.

■ Social Media Tools incl. Facebook, Twitter & SMS messages.

The logo must appear on the homepage for all project specific websites, within the website of the project sponsoring organisation and is too appear on all project related pages.

If it is not possible to display the logo (e.g. if there are space / size restrictions) then a text reference indicating the support received should be used.

Events, Conferences, Seminars & Workshops

Again the ERDF logo must be present on all documents, materials and posters etc. used for events. It may also be possible in some cases to request a representative from the EU Commission or ERDF spokesperson to attend an event to ensure delivery standards are met.

Media & PR

All press releases relating to the project must include a text reference to the ERDF support, and when initially launched should state the amount of funding awarded. Additional releases announcing milestones and achievements should be developed to ensure they are released on time.

The following wording must be included in the editors notes for any release concerning Ashton (Old) Baths:

The Ashton (Old) Baths project is part financed by the English Convergence and Competitiveness European Regional Development Fund Programme 2007 to 2013. The Department for Communities and Local Government is the managing authority for the European Regional Development Fund Programme, which is one of the funds established by the European Commission to help local areas stimulate their economic development by investing in project which will support local businesses and create jobs. For more information visit

www.gov.uk/browse/business/funding-debt/european-regional-development-funding.

If the project members are interviewed by the media for print or radio, with the aim to produce a news story relating to the project or promoting the project then a reference must be made to the ERDF support that has been provided.

Informing Beneficiaries

http://www.gov.uk/browse/business/funding-debt/european-regional-development-funding

The project must provide clear notice to beneficiaries, in this case tenants of the business incubation space, that the project has been part funded by the ERDF Programme. This must be appropriately planned for in advance, suggestions of how to achieve this include:

■ During an induction session.

■ Note the support in any contracts or paperwork.

■ State support in internal newsletters / bulletins.

■ Leaflets, plaques, posters & displays.

Evidencing Publicity Activities

Evidencing publicity activities is a key requirement for the Ashton (Old) Baths project. The grant funding agreement issued by ERDF includes the right to audit the project, both during and for a significant number of years after the project has ended.

To ensure all publicity requirements have been met ERDF, and to a lesser extent HLF, require the project team to keep an evidence record of all project publicity materials. Typical materials that can be collected as evidence include:

■ Press releases

■ Press cuttings (indicating the publication and date)

■ Event photos

■ Literature (e.g. leaflets & brochures)

■ Presentations and speaker notes

■ A record of the plaque and billboard (photographic or in person if audited)

■ Website materials

■ Project documentation and all correspondence

Again, failure to adhere to this requirement could have serious consequences for the project, including grant claw-back. Any publicity materials produced and services used, must adhere to the European Commission procurement rules and regulations. Failure to provide the information discussed above in sufficient detail is cited by ERDF as one of the most common audit failings, and is therefore subject to a high degree of attention from UK and European Commission verification and audit visits.

DISSEMINATION & DELIVERY

People & Groups

To ensure the communication strategy is effective it is important to define roles and responsibilities in terms of its delivery. There are three main groups responsible for the delivery of the communication strategy, these are:

■ PlaceFirst

■ Tameside Metropolitan Borough Council

■ Appointed operator

As the communication strategy covers a wide range of varied information, each group must understand their role in delivery.

This table below highlights for each delivery group; key groups or audiences they will target, specific key aims and publicity requirements. Each group is responsible for delivery of different aims to different target groups. Naturally the scheme partners, Placefirst & TMBC are responsible for disseminating the most aims to the most target groups. The operator company is responsible for delivery of less of the key aims than TMBC, as would be expected, as the operator company’s sole purpose is to run a successful business incubator and not for example engage the local community or deliver the proposed activity plan

Figure 3 - Delivery Roles & Responsibilities

Group Key Target groups Core Project Aims (Messages) Publicity

Requirements

Placefirst -Local Stakeholders

-Press & Media Outlets

-Local Community

-TMBC

-The conservation of Ashton (Old) Baths, a grade II* listed former Victorian public baths, through a series of specialist restoration works.

-A capital development within the building to provide 600 sq m of flexible business incubation space for SME’s within the Technology & New Media sector.

-Deliver a sustainable new use for the building and re-open it for the first time since the 1970’s and to remove the building from English Heritage’s Heritage at Risk Register.

-Establish a much needed economic resource for SME’s in an area of severe deprivation.

- Part of wider agenda that focuses on the re-use of heritage assets.

All

TMBC -Local Stakeholders

-Press & Media Outlets

-Local Community

-Operator Company

-The conservation of Ashton (Old) Baths, a grade II* listed former Victorian public baths, through a series of specialist restoration works.

-Deliver a sustainable new use for the building and re-open it for the first time since the 1970’s and to remove the building from English Heritage’s Heritage at Risk Register.

-Engage the local community and schools groups through the development and delivery of an activity and interpretation plan, alongside the capital phases of the project.


-Keeping young entrepreneurs and potential business start – ups in Aston-under-Lyne, reversing the trend of relocation to the City Centre.

All

Operator Company

-Tenants & Beneficiaries


-Keeping young entrepreneurs and potential business start – ups in Aston-under-Lyne, reversing the trend of relocation to the City Centre.

All

As the publicity requirements set out by the funders are so wide ranging, it is likely that all delivery groups will need to take responsibility to ensure that the requirements are met. For example although the funding agreements are with Placefirst and ERDF & TMBC and HLF, TMBC will need to ensure that any interviews, press releases or newsletters they release are within the publicity requirements; e.g. ensuring the correct logos are included.

Dissemination

A comprehensive selection of dissemination methods is key to ensuring the key target groups receive the appropriate messages. The following dissemination methods will form the base of the methods however as the project moves forward it is possible to incorporate others.

Several key stages of the project have been identified as opportunities to disseminate key messages out to the target groups, these are:

■ Redevelopment start date

■ Broadband connection

■ Operator announcement

■ First tenant

■ Opening day

Dissemination of the publicity requirements is likely to be through formal emails, phone calls or meetings by Placefirst & TMBC to the relevant delivery groups.

The dissemination methods for the projects key aims are likely to be less formal and will include:

■ Press releases, TV and radio.

■ Conferences, workshops & events.

■ Websites & Social Media outlets.

■ Billboards & Banners.

Specific avenues to potentially flow through include:

■ Tameside Citizen (Council Civic Newspaper)

■ Radio Manchester

■ Leader of the Council’s Blog

■ Tameside Business Family Network

■ Promotional film

■ Ashton (Old) Baths Facebook page

■ TMBC Culture Twitter page

■ TMBC Website

■ Council Bulletin Board

■ Metrolink & Bus Advertisements

A communication plan has been drafted below to ensure these requirements are met.

Figure 4 – High Level Communication Plan

What Audience Purpose Frequency Responsible Dates

Meetings

Steering Group Key stakeholders in St Petersfield incl. TMBC,

HCA & BIS.

Project Progress Milestones / Costs, Issues and Solutions, Risks.

Quarterly PlaceFirst Ongoing

Project Management

Group

PlaceFirst, TMBC, Contractor, Other

consultants.


Monthly Lead Project Manager Ongoing

Business Support Providers

Business Mentors, Tameside Business Family,

The Growth Accelerator etc.


Quarterly Richard Humphreys

(TMBC) / Lead Project Manager

4 months prior to completion

Reports / Other Communications

Formal Status Reports

Project Management Group, Steering Group.


Monthly Lead Project Manager /

Contractor

Following appointment of contractor until

completion

Press Releases, TV & Radio

Public Project Progress Milestones. Funding

received and logos. At Key

Milestones TMBC & PlaceFirst

Throughout project

Conferences, workshops &

events Public

Provide project information to the public including publicity for ERDF /

HLF. Potential learning opportunities for the public.

Ongoing TMBC & PlaceFirst Ongoing

Information Pack Tenants Information regarding project and

business support available. Ongoing PlaceFirst

Following Completion

Website Public Provide project information to the public including publicity for ERDF.

Ongoing Victoria Hoare / Richard

Humphreys Ongoing

Social Media Public Project Progress Milestones. Funding received and logos. Opportunities for

Ongoing TMBC & PlaceFirst Ongoing

public engagement / activities.

Signage Public Project details incl. logos. Ongoing Lead Project Manager /

Contractor

Permanently Installed Plaque,

signage on boards during

construction.

Figure 5 - Detailed Communication Plan

Overarching Detailed Outlet Frequency Responsible Dates

Press Releases, TV & Radio

HLF Press Release National Newspapers /

Tameside Reporter 1 TMBC 31-10-14

Call the council BBC 1 TMBC 31-10-14]

Start On Site National Newspapers /

Tameside Reporter 1 TMBC & PlaceFirst 24/11/14

Operator Announcement National Newspapers /

Tameside Reporter 1 TMBC & PlaceFirst Early 2015

Broadband Connection National Newspapers /

Tameside Reporter 1 TMBC & PlaceFirst [enter date]

Pod commencement National Newspapers /

Tameside Reporter 1 TMBC & PlaceFirst

Confirmed once contractor selected

Exterior works complete National Newspapers /

Tameside Reporter 1 TMBC & PlaceFirst

Confirmed once contractor selected

First Tenant National Newspapers /

Tameside Reporter 1 TMBC & PlaceFirst 08-2014

Opening Day National Newspapers / 1 TMBC & PlaceFirst 09/2014

Tameside Reporter/BBC

[insert others / milestones] ? ? ? [enter date]

Conferences, workshops, events & activities

Schools Visit Website/ local media 1 TMBC 21-11-14

Hard Hat day

Website/ local media

4 TMBC

Once a quarter to be arranged once the contractor has been appointed.

Opening Event National Newspapers /

Tameside Reporter/ BBC 1 TMBC 09/2014

Website

Creation Website 1 ? [enter date]

Funding Announcements Website 1 TMBC & PlaceFirst 31-10-14

Project Updates

Website

Ongoing TMBC & PlaceFirst

At key milestone, identified once

contractor is appointed

[insert others / milestones] Website ? ? [enter date]

Social Media

Facebook creation Facebook 1 TMBC & PlaceFirst 8/7/14

Twitter Twitter 1 TMBC & PlaceFirst 31-10-14

Funding Announcements FB & TW 1 TMBC & PlaceFirst 31-10-14

Project Updates FB & TW

Ongoing TMBC & PlaceFirst See Press Releases, TV

& Radio

[insert others / milestones] FB & TW ? ? [enter date]

Delivery Budget

The delivery budget for the communication strategy will not be established as a separate, stand-alone fund. The majority of the delivery will be expected as a part of the daily responsibilities of the relevant delivery groups, and as such funding will come from the usual expenses paid to staff as a part of their salary.

The delivery of community engagement is however separate to the rest of the core project aims. As a requirement of HLF funding, a separate activity and interpretation plan, including a budget, must be drafted and agreed. This budget covers the total activity and interpretation planned for the duration of the project including its evaluation, not just the communication element.

Within the final HLF application a budget of £48,200 was set aside for this element of the project.

EVALUATION

Operational Phase Evaluation

A framework will be established to monitor the project during the operational phase. This will include monitoring a range of qualitative and quantitative data. It is envisaged that TMBC will collate the information and report back to the scheme partners on a monthly basis (or as required) the progress against aims and objectives. The metrics that we plan to monitor are set out below.

The first stage of monitoring/evaluation will involve establishing a series of metrics against which data can be collected to assess communication performance. We will use elements taken from an evaluation questionnaire (a part of the HLF evaluation) as a basis for this, and add in more communication specific metrics to establish reporting mechanisms (aligned to key monitoring and performance schedule points) for the following indicators:

■ Activities undertaken (these are likely to include as a minimum):

Number of hits on “history/heritage” page of website

■ Other indicators:

Social Media (Facebook likes & Twitter followers)

Number of press releases

TV & Radio coverage

We will establish an evaluation framework that will sit alongside the HLF monitoring process. It is our expectation that this will be conducted by an external organisation. An allocation for the cost of this has been built into the project budget. The overarching purpose of the evaluation will be examining the difference that the investment has made to the project both in terms of the heritage asset, visitor engagement and learning opportunities. It will focus on drawing together a range of qualitative and quantitative information (including from the monitoring framework). In turn this will be used to understand the positive aspects and identify any failings of the communication strategy.

Post project evaluation

At the end of the project, the initial indicator evaluations will form a key component of a final evaluation. The evaluation methodology will include desk based research, consultation with key project and non-project stakeholders, qualitative and quantitative analysis against the baseline, net impacts, outcomes and results.

The final stage of the evaluation will include completion of the follow-up evaluation questionnaire issued by HLF one year post-completion. Evidence of outputs and other findings will be collected in line with HLF guidance and used to inform a final evaluative summary of communication throughout the project.

OVERVIEW OF THE COMMUNICATION STRATEGY

PROJECT: Ashton (Old) Baths - Stage 2 Heritage Enterprise Submission

DOCUMENT: Activity Plan

DATE: May 2014

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Contents

1 Background ................................................................................................................... 3

2 Heritage importance and memories ............................................................................ 4

3 Overview of main activities .......................................................................................... 7

3.2 Monitoring and evaluation ............................................................................... 13

3.3 In-kind support ................................................................................................. 13

4 Scope of activities ....................................................................................................... 14

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1 Background

1.1.1 The activity plan will be dedicated to delivering community engagement for the Ashton (old) Baths project, with the aim of providing opportunities for people to learn and develop skills about heritage.

1.1.2 The Activity Plan will be delivered by Tameside Council Cultural Services who have a proud record in community engagement and educational delivery. At the forefront of the Museums Changing Lives initiative they have worked on engaging the community in delivery to a wide range of agendas, including lifelong learning, intergenerational work, work with young carers, youth offenders, victims of hate crime, wellness and healthy living agendas.

1.1.3 The work of Tameside Culture in community engagement has been nationally recognised. The museums and galleries publication Moments of Magic (see annex 8a) and the projects developed in the case studies featured, drew the service to the attention of the MLA (the then governing body for Museums Libraries and Archives) and the Museums Association. The Head of the Service, Emma Varnam was asked to Chair the workgroup writing the new standards for Accreditation for Museums in Community engagement. Since then she has spoken at the national Museums Conference on the work her service had done within the borough and contributed to the Museums Association’s vision for Community Engagement – Museums Change Lives. Emma has also written editorial pieces for the Museums Journal on this approach to running a community focused service.

1.1.4 The central purpose of the activity plan is to provide local residents with moments which stimulate, teach, excite and inspire. Those engaging with the Activity Plan will have developed skills relevant to ensuring that heritage is better looked after and managed through attending training delivered by skilled professionals. For example the apprentices will learn key skills that will ensure they can carry out essential heritage maintenance in their local area and have the ability to develop a career in heritage building restoration. The Heritage Interpretation apprentice will learn skills in cataloguing, the use of primary sources, workshop delivery and event management which will be an ideal foundation for a career in heritage/museum management. Both apprentices will be able to participate in an NVQ level 2 qualification and a bespoke accredited Arts Award at bronze level and above.

1.1.5 The Activity Plan is underpinned by understanding and sharing, with the project to create an information legacy that disseminates key facts and stories of Ashton Old Baths from local residents. This learning will then be captured and will inform the interpretation elements of the activities, such as the development of art work. Participants will therefore gain new skills whilst creating a strong sense of ownership which will be vital to long lasting impact and long term engagement.

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2 Heritage importance and memories

2.1.1 The Corporation Baths at the Henry Square end of Stamford Street, Ashton Under Lyne were opened in 1870 at a cost of £16,000. It was one of the first and largest municipal swimming baths.

2.1.2 The building is constructed almost entirely of brick, stone only being used where necessary. It was built in a Byzantine style and has a 120 feet high tower which housed the flues from the steam boilers and heaters.

2.1.3 Sixty per cent of the building was occupied by the main Swimming Bath. The pool was 100 feet long and 40 feet wide and was used mainly by male bathers, with a three hour period on Thursdays for ladies.

2.1.4 In the eastern section of the building was a smaller pool, 27 feet long and 15 feet wide, for the use of female bathers. During the winter months, when the main bath was closed, the smaller pool was used by men and women at different times. There were also private bathrooms and Turkish baths. Part of the building was used as a police station and a station for one fire engine.

2.1.5 Between November and March each year, the main pool was covered over with a wooden floor, built on wooden supports placed on the bottom of the pool. The room was then used as a skating rink, concert hall and meeting room. The skating rink measured 116 by 50 feet with a raised stage area at one end. When chairs were set out, the ground floor and the spacious gallery could seat more than 4,000 people.

2.1.6 The building was closed when the newer baths were opened in the 1970s.

A Brief History of the Public Baths 1870 – 1970

2.1.7 In 1843 the great need of a Public Baths in this town was urged. An extract from “England in Ashton Under Lyne” recommended that the terms of admission be “so low as to promote among all classes… the general practice of bathing”. This of course, was the idea of providing a means of ablution at a time when “bathrooms were unheard of and when many Ashton’s homes had not even running water”. There were no “natural or artificial” collections of water in the neighbourhood in the remotest degree suitable for the healthful and refreshing ablution of the body”. It must be remembered that all free sewage flowed into either the Tame or Medlock rivers.

2.1.8 The suggestion in 1843 was to provide sixteen or eighteen warm slipper baths, two Buxton Baths, two Matlock baths, two shower baths, two sulphur baths and two large swimming baths with dressing rooms etc.

2.1.9 The new Water Works Company actually offered freely to supply the need of such an establishment, if it should be provided.

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2.1.10 Some of the town mill owners contemplated bathing rooms in their own factories – with a view to avoiding the expense of erecting the suggested public institution – but as their plan was to use the condensed water from their steam engines for this purpose, it was thought that the workpeople would not take kindly to the idea. The half formed scheme was promptly abandoned, but the larger idea for a public baths was seriously entertained.

2.1.11 Before the end of 1943, the local Health of Towns Committee had applied to the Lord of the Manor for a grant of land on which to erect such baths. The cost was assessed at £3000 - £4000.

2.1.12 The scheme, unfortunately never materialised and it was not until twenty seven years later (1870) that the public baths was built at a cost of £16000.00.

2.1.13 The site, practically rent free in perpetuity, was provided through the generosity of the Earl of Stamford and Warrington.

Laying the Memorial Stone and construction of the Baths

2.1.14 The laying of the Public Baths Memorial Stone was on the 23rd of October 1869, the ceremony being performed by the Mayor of Ashton Under Lyne, Henry Thomas Darnton, Esq., with great celebrations.

2.1.15 An extract from the Reporter, 30th October 1869, reads:

“The scene in Henry Square was one of the most animated in Character, a rising stand capable of holding 100 people was erected in wood, in front of the spot where the ceremony of laying the Memorial Stone was to be performed. The Memorial Stone formed a plinth on one side of the principle entrance, supporting two columns designed to ornament the doorway fronting Henry Square. In this case the Memorial Stone will always be seen from without and will be a visible memento of the day’s proceedings”.

2.1.16 (There are no signs of the memorial stone today, all traces of engraving and inscriptions have disappeared)

“A procession from the Town Hall was held and approximately 1500 people took part, representing the many associations and orders of that period”.

2.1.17 The Mayor in his speech said:-

“The object for which we are assembled is to lay the foundation stone of the Public Baths building, intended to promote the health and comfort of our townsmen and which we pray to God to prosper if it seems good to him”.

2.1.18 A bottle containing the local newspapers of the day and all the information of the ceremony and the Corporation Manual was deposited in a cavity in the stone and covered by a brass plate. The following inscription is on the plate:-

“The foundation stone of the Public Baths for Borough of Ashton Under Lyne is laid this 23rd Day of October 1869, by Henry Thomas Darnton, Esq., Mayor”.

2.1.19 The following address was circulated at the time of the opening:

“An Address Written By William Jullian, on the occasion of Laying The Foundation Stone of the Public Baths, By H . T. Darnton Esq., Mayor of Ashton – Under – Lyne, On Saturday, 23rd October,

1869”.

Friends-welcome here-for friends I see you are,

Those near me, also those who come afar,

Welcome to our Borough and our mirth,

In honour of a structure raised, to give new pleasures birth;

For men will pleasures have the whole world round,

And where I ask can more pure joys be found

Than those where cleanliness and health combine;

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More glorious made by Friendships hand and wine?

And such shall be the ever pleasing cheer,

Of those who go bathing there,

More healthy matter will the mind amuse,

Than notes on needle guns, or Prussian Blues,

No wail of woe shall sound within those walls,

But concord sweet as mountain waterfalls;

Old Time himself, so light, shall o’er us pass,

The Tell-tale will forget to count his glass;

Yet he will leave us, as he wings his way ,

Some new success for Ashton every day.

The splash, the swim, the merry laugh and jest,

Will there conspire to give to life a zest:

The grave, the gay, ludicrous and sublime,

Shall swim each other in health’s pantomime.

The happiness of all our highest aim,

For in life’s sport there is no better game.

And while the people for a bathe contend,

Pleasure I promise there to every friend:

But mind and use them fairly in the cause,

And often too, for such is Nature’s laws;

Such pleasing recreation always seek,

In short go once or twice there every week;

And as the cost won’t reach a five pound note,

Each man –and woman too –for them will vote;

Assisting social science all they can.

To ease life’s load, and cheer the lot of man;

For godliness and cleanliness ever should be blended,

And will a blessing be for those they are intended.

Then may the undertaking ever meet success,

Is our most earnest hope-and who can wish them less,

May Mr Darnton, now our Mayor, so much respected,

Long live to see them flourish-not neglected;

And Mr Bloomfield who has made the Trowel well,

Has our best thanks, the Town’s too I tell.

Now the conclusion, let me add a line,

That Public Baths are requisite to the time:

Then advocate their use for self and friends,

And now I’ll stop, for my address thus ends.

2.1.20 Building on the memories highlighted here will be vital to developing and communicating the story of Ashton (old) Baths. The activities set out in the following sections aim to bring this to life.

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3 Overview of main activities

3.1.1 The main activities include the research, development and production of the heritage interpretation within the building, using collected research material, the memories of local residents who used the baths, plus images and plans of the baths in their original form. This piece of work will be underpinned by a community engagement programme which will involve school children and link into their academic programme. They will be able to study the architecture of the building and its heritage and use their knowledge and research to complete architecture Arts Awards, (funded in kind by the Council) in order to develop skills and learn about heritage. We will also use the activity to deliver an opening event which will enable the general public to see the interior and collect memories of this significant building. We will also train volunteers to deliver “hard hat” tours of the building, to help engage, inspire and help people to learn about the heritage on offer. Two apprenticeships will be developed which will look to give people skills in heritage construction, research and learning.

3.1.2 The Henley review Cultural Education in England (2004) identifies three core elements in the delivery of cultural education, which will be adopted within the Activity Plan. These elements are as follows:

It introduces young people to a broader range of cultural thought and creativity than

they are likely to be exposed to in their lives outside of school.

Develop analytical and critical skills important in heritage and history, where the

subject could otherwise be reduced to the accumulation of facts, rather than

developing an understanding of historic context.

Participate in and create new culture for themselves, which isn’t just about experiences

culture, however this remains important. This should involve collaborative working to

develop children’s team working skills whilst also incorporating solo activities. Through

time and repetition both skills and knowledge will be developed enable improved

performance. Being proficient in the solo activities is particular important as it has a

profound impact on a child’s development

Interpretation element

3.1.3 The interpretation element and development (which will be included on the website developed by the Trust for the project) will encourage the local community to be proud of ‘Ashton Old Baths’ it’s significance both as an architectural site and its meaning and significance socially to the local industrial area.

School engagement

3.1.4 Running alongside this open promotion we will run a targeted outreach programme concentrating on groups within the local vicinity of St Peters.

3.1.5 We have identified 4 local schools which we are keen to work with and have a track record of delivery and engagement with other museum and heritage facilities within the borough’s Cultural department. The schools identified are Ashton West End, St Peter’s Ashton, Holy Trinity Ashton and Canon Burrows. All are local to the baths site and will be familiar with the building but perhaps unaware of its original purpose. We have a track record of school workshop delivery with over 4,000 school pupils visiting our museums and galleries annually. The school locations in relation to Ashton (Old) Baths are shown below.

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Figure 1 – school locations

3.1.6 As identified in the Henley Review (2004) many of the parents and carers in deprived neighbourhoods may themselves not have been fortunate to benefit from wide ranging cultural education. This appears evident with schools such as Holy Trinty C of E Primary School where Ofsted identified very low starting points for its pupils. There is therefore a gulf within the understanding and experience of influential adults increasing the reliance on schools and heritage assets to bridge this gap, for which Ashton Old Baths can play its role.

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3.1.7 The Ofsted report for Holy Trinity C of E Primary School also expects “pupils to think more for themselves when starting their work so that the do not only rely on the teacher to show them what to do”. Importantly the study Understanding the Impact of Engagement of Culture and Sport (2010) identifies the correlation between participation in structured arts activities and enhanced cognitive abilities with test scores 16% and 19% greater than non participants. The Activity Plans through the Arts Award will enable participants to develop these skills required in the local populous, whilst also contributing towards enhanced performance in maths and reading, as argued within Reinvesting in Arts Education: Winning America’s Future Through Creative Schools (2011).

3.1.8 We are currently engaging with local schools to establish how the project can fit within the changing national curriculum, but have an established track record of successful delivery of Art Awards and the establishment of Arts Mark schools within the borough. Tameside Cultural Services is a centre of excellence for Arts Awards. Currently 88% of primaries are engaged with arts Award or Cultural Education within the borough. This is a big shift in participation within the last year. Below is an example of this, using the front cover of A Local Hero log which is the study of Tameside’s military history being used by schools across Tameside currently alongside the commemoration of the Centenary.

3.1.9 School children (5-11) will be able to gain accreditation in Explore and Discover Arts Awards. Recently the use of Arts Awards, across the borough, has seen vastly improved retention rates and really caught the imagination of young people and schools in terms of heritage engagement. The Arts Award is a nationally recognised qualification to support children and young people to develop through the arts, inspiring them to explore the world of arts, culture and heritage. The proposal for Ashton Old Baths is to offer Art Awards to school children (5-11) ranging from Discover to Explore, which provide a Qualifications and Credit Framework (QCF) to Entry Level 3. The Arts Award is open to anyone aged upto 25 with guided learning hours to secure the award are as follows:

■ Arts Award Discover - 20 learning hours

■ Arts Award Explore – 25 learning hours

3.1.10 The Arts Award primary benefits are as follows:

■ Discover and take part in Art

■ Explore the work of artists and arts organisations

■ Create art work

■ Present your exploration

3.1.11 Tameside Cultural Services has a strong track record in Heritage and Arts Engagement. Since January 2014 they have changed the number of Tameside Schools engaging in Arts Award form 35% to 85%, which demonstrates the clear growing demand. To date two schools in the area of

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Ashton Old Baths have engaged in the Art Awards (Holy Trinity Ashton and St Peters Ashton Primary Schools). Efforts will be made to expand the Art Award in connection with Ashton Old Baths to include Ashton West End and Canon Burrows Primary Schools. Whilst proposals are to include 200 Discover Logs or 100 Discover and 50 Explore, which is suitable for primary schools this could be extended to include Bronze Award if appropriate.

3.1.12 The Activity Plan will include an extended schools engagement with architectural teaching and the development of a bespoke Arts Award Log. Please see the attached version of an Arts Award Log from a project previously delivered by the Council’s Culture Service. This will cover some basic engineering principles, some architectural history and other elements of designing a building. This will also include visiting projects that harbour a similar vision to Ashton Old Baths such as The Royal Exchange. This will enable participants to development their own proposals for Ashton Old Baths taking into account a wider pool of developments. To provide the participants with an appropriate learning experience specialist support will be provided through the involvement of the project architect.

3.1.13 The education programme will be developed in conjunction with architecture education specialists SCAPE and enable children to learn primary principles of architectural and engineering design. Children will also gain skills in research and prose writing which will help with key literacy and numeracy skills as well as contributing to key areas of SMSC (Social, Moral, Spiritual and Cultural) which are a key indicator for success under the Ofsted inspection criteria.

3.1.14 It is envisaged that the children working on this log would have a range of experiences and study a significant amount of their local history. Some opportunities and activities could include:

■ Visits to the site, take a range of digital images and create a timeline of activity, meet the architect, meet key people involved in the process, play an active part in the opening event.

■ Visit another building where a modern building is constructed inside an existing heritage building – compare and contrast, make a personal consideration of how they feel about this. – design their own interior for the baths based on the skills and knowledge gained.

■ Study a range of architectural styles alongside a professional and comment on these, which other heritage buildings exist in the Town Centre – use the local archives to find out more about these buildings and the times they were built in.

■ Find out more about the baths and the social history of the time, visit the archive and Portland Basin museum to look at objects from Tameside’s collections to inform their understanding.

■ Create a piece of original poetry alongside a poet which draws inspiration from the poetry created for the laying of the original memorial stone – consider how language has changed.

■ Create some original artwork for exhibition at the opening event which could be posters from 1870 or posters for the actual opening as they see it.

3.1.15 Cultural organisations that will be engaged with through the Activity Plan and Ashton Old Baths offer children opportunity to deepen their understanding of the world around them, develop a sense of their own identity, shared understanding and appreciation of the environment within which they live and their role within that environment that can also provide a fresh insight into their studies.

Wider engagement

3.1.16 The Activity Plan will deliver changes to participants attitudes as the project aims to create active community partnerships so that enables local people to fully comprehend the significance of this iconic building, the social development and change represented by the change in the building use and how architecture and its preservation can engender a sense of pride within a community. Ongoing monitoring and evaluation will allow a measured impact with documented change, which will enable other projects across the borough to be informed by this learning. The monitor

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will include the level of engagement from the school children and local community groups involved in the project and their ongoing connection and interaction with the building and heritage facilities within this area of the borough.

3.1.17 The activities will also enable the engagement of local history clubs and forum, which will also promote their membership to a wider pool. This will provide opportunities for participants to extend their involvement in local history with the Henley Review (2004) indicating that visiting heritage sites can be habit forming for the rest of a child life.

3.1.18 The historic groups that will be engaged are as follows:

■ Tameside History Club - This initiative was set up in 2009 to widen participation in local history and to attract groups who may not think that local history is of interest to them

■ Junior History Club - The Tameside History Group proved very popular so in 2012 the Council decided to develop the model for younger audiences, which resulted in the development of the Junior History Club. This in particular, has made the Local Studies and Archive Centre more accessible for Children and their relatives. This club only runs during school holidays with learning delivered through crafts, games and fun, which will enable the history of Ashton Old Baths to be brought to live. The group is well attended with 15 young people aged between 8-16 years

■ Tameside Local History Forum - The forum was established in January 2000 to increase public awareness and use of all the elements of local history throughout the Borough. The Forum has steadily grown to its current membership of 200 people, who harbour a strong passion for history and a keen interest in the history and future of Ashton Old Baths

■ Heritage Consultation Group - Is chaired by a Councillor with representatives from the history groups across Tameside and has 30 members from the local community will feel engaged and inspired by this significant building project within the local area.

3.1.19 The events and activities will provide opportunities to share, collect and embed oral histories and experiences within the fabric of the new development and create a sense of connection and pride in the building. New experiences and knowledge around architecture and building will provide opportunities for aspirational learning and open new doors for career ideas for participants. Tameside Cultural Services have delivered similar activities across Hattersley where over 100 people attended a share their memories of moving from Manchester to the new estate in the 1960s. This event led to residents producing a book with collected reminiscences, donated archives and photographs. Alongside the production of a book a film was produced that culminated in a large exhibition. These activities are proposed for Ashton Old Baths to encourage individuals to engage with libraries, local studies and archives, encouraged the community to develop their own narrative, pride in their area and history, encouraged lifelong learning, developing confidence and new skills, addressing social exclusion and encouraging social interaction.

3.1.20 A clear message from creative and cultural industries that education received in schools in creative and cultural subjects equates to a direct bearing on the talent pool in this sector. This has a profound importance not only in the fact that Ashton Old Baths will be attractive to these industries but as argued in Skills for Creative Industries: Investing in the Talents of our People (2011) that the creative sector has significant potential to grow beyond the finance services with significant export strength. This will have a dramatic impact on the UK economy and will generate real opportunities, in time, for local residents inspired by the activities in the Activity Plan to develop careers in creative and heritage industries.

Apprenticeships

3.1.21 A Heritage Apprentice will be trained and supported to run the community engagement and administration management of the schools delivery. They will gains skills in using primary sources, research and interpretation delivery. They will learn how to plan, publicise and deliver

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community events and will gain skills in project management, risk assessment and project evaluation.

3.1.22 A building apprentice will also be trained and supported during the capital construction aspect of the project. This will be stipulated within the contractor tender and specification. The aims of this apprenticeship will be to learn key skills related to building conservation and the process involved in re-using historic assets for modern uses.

Public engagement

3.1.23 The project will be open to the public as events and activities will be held within the building prior to and after the building stage will be extensively promoted, using the Council’s twitter and other social media outlets, as well as the development of a blog that documents the progress of the project.

3.1.24 We will work closely with existing dedicated groups such as Friends of Groups and Local History groups. We know that these groups have a wealth of skills and knowledge to share and we also know that would welcome more support and increased active membership – we hope that a percentage of new volunteers engaging with the project will remain involved at a local level by joining and strengthening these existing groups. We will encourage these groups to become involved in training to be volunteers to run “Hard Hat” open days, and subsequently, work with the Council to run twice-yearly open Saturdays so that people can visit the building and learn about its heritage.

Civic opening

3.1.25 It would be lovely for the opening event to reflect the heritage of the building and the archive mentions a grand parade to mark the opening and over 1500 people involved – in light of the issues around willow supply and the market square for Christmas – it would be possible to mark the 2015 opening with a civic parade.

3.1.26 Additionally there would be the opportunity at the opening for many of the people involved in the above engagement projects to exhibit or perform their work, there would be possibly a large scale parade, a piece of poetry, a piece of music and some heritage panels. Additionally we have the technology to be able to project onto a large building and with a local digital artist (we have six trained on this software) we would be able to project the heritage material onto the side of the building from Henry Square.

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Figure 2 – Similar projections

3.2 Monitoring and evaluation

3.2.1 Monitoring and evaluation will be built into the project from the start and right up to the project end, we will be able to assess the longer lasting outcomes and impact – i.e. have participants remained actively involved/shared experiences/gone on to further study or volunteering. We will collect metrics such as:

■ Training and volunteer:

Number of volunteer opportunities

Number of apprenticeships

Other impacts resulting from learning/training opportunities

■ Activities undertaken (these are likely to include as a minimum):

Number of visitors at hard hat open days

Number of hits on “history/heritage” page of website

Number of people involved in activities

Number of schools engaged

Number of Arts awards gained

3.2.2 The metrics will be collected through events records, post-event questionnaires and monitoring of engagement. This will be undertaken by the Apprentice appointed under the programme, supported by TMBC and will feed into the wider project monitoring and evaluation process.

3.3 In-kind support

3.3.1 In support of the Activity Plan Tameside Council will provide in kind contribution of £9,500. This support is derived from allocations from the cultural senior manager, cultural/events management, cultural archival support, admin support and equipment loan.

4 Scope of activities

4.1.1 The activity plan details are set out below and all activities are programmed into the overall project plan (annex 13).

Activity: detailed description

Who is the activity for

What difference will it make to them?

Resources Costs in potential budget (total £ for each item)

Timetable Targets and measures of success

Method of evaluation

1 x Apprentice Young people from the local area aged 16-25

Obtaining specialised building skills and heritage restoration experience. With an opportunity to gain an NVQ Level 2 qualification

Mentors from within the building construction project / architects etc

£7,000

Materials

Expenses for young person

Duration of the project construction

1 trained apprentice with further career opportunities within the local building trade or council

Completion and qualification within the apprenticeship programme.

Further qualification in higher education secured or job secured

1 x Heritage Apprentice

A young person from the local area aged 16-25

Obtained skills in heritage and event management enabling them to gain employment or further education in this area of expertise. With an

In-kind line management and mentoring from within Tameside Cultural Services team.

£7,000

Materials

Expenses for young person

Duration of the project and during post project evaluation

1 trained apprentice with further career opportunities within the council or a successful application for further education

Delivery of a successful community engagement project and accredited apprenticeship placement.

Further qualification in higher education

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opportunity to gain an NVQ Level 2 qualification and a silver arts award. Understanding of social media campaigns.

secured or job secured

Interpretation – a piece of art which interprets and reflects the heritage of the building

The general public and those identified for the Arts Engagement Programme

Public involvement in the planning and commissioning process sense of pride and place

Project Manager (Council) 2 days a month

Curatorial/Archival Support 2 days a month

Administration support 1 day every 2 weeks

£10,000 Oct – contact and engage local history groups and local resident groups.

Nov – write brief in conjunction with project architect.

Dec – send out request for tenders

Jan – Feb receive tenders/proposed designs.

Feb – May – Construction

Installation of public art in the development.

Art work reflects and tells the story of the original use of the building

Successful engagement of the community within the process.

30 people engaged in the interpretation.

Consultation with the public and stakeholders.

80% positive feedback on the art work

Positive comments and engagement on the art work via social media.

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June - Installation Feedback questionnaire

Completion of art work

Arts Engagement programme (standard offer)

With Social Media Aural History reminiscences.

Schools and community groups with Arts Award Discover and Explore programmes. This is expected to include the following

Holy Trinity

Ashton Primary

School

St Peters Ashton

Primary School

Tameside

History Club

Junior History

Club

Tameside Local

History Forum

Enhances cultural education experiences and leads to a formal accredited qualification

Two bespoke arts award logs based on the heritage of the building and surrounding area.

£6,000 2 x Half sessions for each school Autumn Term of 2014

A delivery and development of in-depth architectural knowledge. A re-connection of the residents to this significant heritage building within the borough

200 Discover Logs or 100 Discover and 50 Explore. Potential to include Bronze Award.

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Heritage

Consultation

Group

With potential to include Ashton West End and Canon Burrow Primary Schools

Opening Civic Event

General public and all those involved in the arts engagement elements of the project.

A sense of involvement in the development and a sense of place.

Event Managers and event infrastructure including PA etc

£2,000 June 2015 - Number of residents, school children and students visiting the building and participation in a social media project to increase the awareness of the building project.

100 people in attendance. Collection of memories, artefacts and research which will be incorporated into the interpretation of the building and an on-line resource.

Extended schools engagement with architectural teaching and

Local school children and students (an additional 200)

Achievement of an accredited award, creation of aspiration and

Creation of bespoke arts awards. (Discover and Explore) Engagement of

£4,000 2 x Half sessions for each school in the Spring Term plus follow up evaluation and celebration

Completion of Discover and Explore arts awards.

200 children engaging within the programme

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the development of a bespoke arts award log

children). The schools to include

Holy Trinity

Ashton Primary

School

St Peters Ashton

Primary School

With potential to include Ashton West End and Canon Burrow Primary Schools

access to specialised professionals

2x architecture educators and professionals

session when the building has been completed.

and moderated arts awards.

A series of 4 community engagement events (hard hat tours) held within the building with expert tour guides

Local people, specialist interest groups, families of school groups engaged

Public will learn about the history of the original building and its purpose. They will learn about the conservation techniques used.

Project Manager (Council) 2 days a month

Event manager 2 days a month

Curatorial/Archival Support 1 days a month

Administration support 1 day every 2 weeks

£4,000 One event every other month.

Increased knowledge and awareness of the building and its development

20 people attended each session. Consultation with the public and stakeholders. Evaluation of visits and social media interaction.

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Training, equipment and expenses

Volunteers Skill and knowledge development . Volunteers to take a lead on the tours of the building with establishment of a bank of local residents willing to tour visitors in future years for Heritage events within the building

Training, equipment and expenses

£700 2 x training sessions for 4 people.

Completion of H&S training and increased awareness of the buildings history and development

4 volunteers trained in H&S and stakeholder evaluation

Ashton Old Baths Delivery Project Board

A Project Board will be established to oversee the overall co-ordination of the delivery phase of the Ashton Old Baths project.

Membership

Councillor John Taylor, Deputy Executive Leader – Chair

Councillor Bill Fairfoull, Chair of Ashton Town Team

Councillor Joyce Bowerman, Chair of Ashton District Assembly

Robin Monk, Executive Director (Economic Growth, Investment and Sustainability)

Damien Bourke, Assistant Executive Director (Sustainable Growth)

David Smith-Milne, Managing Director, PlaceFirst

Max King, Director of Projects, PlaceFirst

TMBC Finance Team representative (tbc)

TMBC Legal Team representative (tbc)

Ade Alao, Development Team Manager – Project Manager

Terms of Reference

To oversee the delivery phase of the project

To provide advice and strategic direction

To manage and monitor the project’s progress in relation to the project’s timetable

To manage and monitor the financial costs of the delivery phase

To receive and consider progress reports from PlaceFirst, Project Manager, consultant(s) and other Council Officers

To approve any variations to the project within the resources available to the Council

To receive feedback and information from meetings with the HLF project monitoring officer

To review and assess the project’s risks

To consider future management, maintenance and operational arrangements in liaison with the Ashton Old Baths charitable trust

To oversee the procurement of an operator to manage the building on behalf of the Council

Frequency of Meetings

Monthly until practical completion

Report To: STRATEGIC PLANNING AND CAPITAL MONITORING …

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