Capital case study: Live Theatre Newcastle - Arts Council England

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Capital case study: Live Theatre Newcastle Vital statistics • work started on site in August 2006 and Live Theatre reopened on 20 September 2007 • project costs totalled £5,516,814 with a build cost of £3,950,908 • the design team was appointed by interview, taking account of the quality of their work on an adjacent site, and pro-bono input into the feasibility stage of the project • initially a three-phase programme, the JCT (Joint Contracts Tribunal) contract procurement procedure was used for all three phases with Phases 2 and 3 eventually being undertaken as a single contract Main sources of funding Arts Council England Lottery Capital funding £568,814 Arts Council England, North East £15,000 Tyne + Wear Partnership Single Programme £2,123,000 Newcastle City Council £250,000 European Development Fund (GO-NE) £1 million 1 Contents 2 Executive summary 3 Project background and history 4 The company 5 Vital statistics 6 Rationale for the project Heritage Lottery Fund The Northern Rock £550,000 Foundation £550,000 other trusts £395,000 in kind £65,000 Design and project management team Architect Waring and Netts Theatre consultants Db Consultants Acoustic consultants Sandy Brown Access consultant David Burdus Structural, monitoring and evaluation services WSP Group Project manager and cost consultant Faithful & Gould Main contractor Stephen Easter Marketing and fundraising Live Theatre 7 Planning and project development 8 Design 9 Construction and delivery 10 The new theatre 11 Wider lessons 12 Credits Key personnel (for the development) Project manager/fundraising Executive director James Beirne Finance Operations director Wendy Barnfather Fundraising Fundraising manager Gillian Firth Theatre technical Technical manager Dave Flynn Chair of Board Graeme Thompson
Capital case study: Live Theatre Newcastle Rationale for the project In common with many other longestablished arts organisations, Live Theatre has experienced its ups and downs. One of these downs came towards the end of the 1990s when it became increasingly evident that the company had lost some of its momentum. Though the upper floors of the additional property which had been acquired for the theatre were let out to generate income, a significant deficit had grown as a result of the recent capital project. Some income streams had been poor; for instance, audiences were dwindling. In 1999, after two audits had been carried out, Arts Council England funded a Recovery Programme that led, in 2002, to a complete reorganisation of the management. A new post of executive director was created with a brief to ‘bring stronger management to the organisation’ (Live Theatre had formerly been led by its artistic director). Both the main funding bodies (Arts Council England and Newcastle City Council) then increased their revenue grants. 1 Contents 2 Executive summary 3 Project background and history 4 The company 5 Vital statistics 6 Rationale for the project These initiatives resulted in a reinvigorated organisation, led by a new team offering an increasingly successful programme of work that includes: • plays for stage, radio, TV and film • script writing and development and writers’ workshops • a wide range of education projects • rapidly expanding youth theatre work From 2000 to 2005, the company’s turnover increased from £400,000 to £1.2million. This overall success meant that the company could no longer fit easily into its existing premises. Rehearsals for its main stage productions had to be accommodated on an ad hoc basis, both in the building and elsewhere, because its own rehearsal room was needed for writers’ events and youth theatre work. The scope for earning additional income was limited by the lack of space and opportunities for mounting projects for which funding was available often had to be turned down. 7 Planning and project development 8 Design 9 Construction and delivery 10 The new theatre 11 Wider lessons 12 Credits In 2004, Live Theatre was presented with a unique opportunity to acquire the additional space it needed when the adjacent building (29 Broad Chare) became available to lease. The building offered over 1,000m2 of floor space spread across five floors and was very similar in style to its neighbouring property that was already part of the theatre.
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Capital case study: Live Theatre Newcastle - Arts Council England

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