Management report by Alexander Farr

Alexander Farr 140205543 Studio Collaborative Production ARC565 The Workshop of Technologies: Incentivising local economical and individual aspirational growth through the promotion and nurture of existing community spirit & skills in a PostThatcherite mining town.

Management Report

Burnishing Goldthorpe

Frances Johnston, Washington’s Blacksmiths, credit Library of Congress

Frances Johnston, Washington’s Handcraft Workshop, credit Library of Congress

Acknowledgements With thanks to Daniel Jary of Studio Collaborative Production, Howard Evans, Goldthorpe Big Local, and Goldthorpe Salvation Army.

Sennett, 2012, p.5

Frances Johnston, Washington’s Workmen on a Staircase, credit Library of Congress

Manuel Castells, in Sennett, 2012, p.55

“Cooperation can be defined, drily, as an exchange in which the participants benefit from the encounter”

“The results of bonding in the community have to lead somewhere; action needs a structure, it has to become sustainable”

/6 /6 /8 /9 /10 /12 /16

Thesis Introduction Studio Collaborative Production Project Brief and Programme Site Constraints and Opportunities Inclusive Design and Access

/18 /18 /19 /20 /21 /22 /24

Project Framework & Initiation The Client and Stakeholders Role(s) and Responsibilities The Role of the Architect User Consultation Social Enterprise and Social Firms Funding Strategy

/26 /28 /28 /29 /30 /32 /34 /38 /39

Contract and Procurement Construction Design and Management Health and Safety Site Construction Strategy Phasing Outline Plan of Work Benchmark Costing Life Cycle Costing Post-Carbon Status of the Project

Contents

/40 Conclusion /42 Bibliography /44 Appendix

Thesis

To investigate means of community actualisation and regeneration through productivity focused asset acquisition. How can spaces for work positively affect the social, cultural and emotional wellbeing of communities with decoupled social-work bonds. This project considers community assets as a tool for productive gain toward self-sustainable regeneration. It proposes leveraging latent community spirit to create an economic strategy and community-owned enterprise for upskilling and recreating bonds. Using the town of Goldthorpe as a case study, architectural proposals will explore the notion of a credit-union whilst testing a community-owned enterprise in the form of a fly-ash production centre. This oft-wasted material is increasingly flexible in use, from low-skill brick production, to technical 3D printing. A tiered learn-and-work system will explore how this material can promote skilling in modern techniques to increase employment.

Introduction

The Scenario Following the closure of the mines in the 1980s, Goldthorpe has struggled with unemployment and educational attainment, and has since developed an antagonistic attitude toward the ‘other’. However, the town looks out for its own, with successful local community groups and social enterprises to provide activity, employment and recreation for residents. The Proposal The project proposes a newly instated Goldthorpe Credit Union, together with a major social enterprise in the Fly Ash Production Centre. Reconnecting the disused railway creates a depot for goods and monies with national infrastructure and industry. The CU & FAPC seeks to instate a base level of income and local cash flow to trigger the self-led regeneration of Goldthorpe

‘A means of exchange is created that facilitates the circulation of goods and services but limits or excludes the capacity of private individuals to accumulate money as a form of social power’ - Harvey, 2014. 1

‘The distinction between necessary labour done for distant others and work undertaken in the reproduction of self, household and commune is gradually erased such that social labour becomes embedded in household and communal work becomes the primary form of unalienated and nonmonetised social labour’. - Harvey, 2014.

Report Objectives This report details the role that architects can play within established communities toward creating truly collaborative, process-led architectures. It explores the role that community currencies and self-actualisation can play to produce a sustainable employment model for an increasingly automated skilled economy. The report explores how timescales and organisational structures can be leveraged to achieve a truly collaborative civic building.

Key terms: economy, collaboration, production, making, regeneration, up skilling, craft, workshop, technology.

Studio Collaborative Production

The studio explores a future where a sharing economy has become mainstream. It supposes that the prevailing economic model of speculation and market-driven change is broken. Harnessing the ideas of David Harvey regarding political praxis, the studio asks how an informal economy and cultures of exchange can be harnessed to redefine and reinvigorate the town of Goldthorpe.

‘‘the architecture supports the collaborative production of objects, processes and infrastructure; one that utilises local resources and expertise and is responsive to local needs’’. - Dan Jary, Studio Introduction. 1

We are exploring the concept of a post-capitalist economy1, and through analysis of the local area and resources proposing how underground, grassroots responses to employment and production can challenge conventional forms of capitalist economies.

Studio Collaborative Production, Critical Themes Influencing Policy Social Enterprise & Firms

Informal Economies

Urban Planning

Alternative Economies

Alternative Means of Production

Radical Localism Radical Economies

Political Engagement

Community Currencies

Informal Activism

Studio Collaborative Production

Public Access & Rights of Way

Events Urban Regeneration

Participatory Practice

Employment Consultation Sessions Activating Community

Post-Mining Contexts Place Making

Landscape Remediation

Passive Engagement

Project Brief and Programme

Initial spatial investigations resulted in a program of approximately 5,100m2, incorporating areas of civic and industrial offices and workshops. Additional exterior landscaping of 10,040m2 has been designated to reactivate the disused railway as depot line and footpaths.

Offices

Credit Union

Shared Spaces

Secure Area/ Store 15m2

Meeting 2x12m2 WC 12m2

Store 10m2 Seminar/ Meeting 20m2

Back Office 24m2

Plant 90m2

Cashiers 50m2

WC 25m2

Counselling/ Interview 55m2

WC 12m2

Admin 80m2

Banking Hall 88m2

Foyer 100m2

Store 10m2

Lobby/ ATMs 16m2

Circ. 50m2

Store 10m2 Ceramics Kiln 24m2

Store 10m2

Platform 190m2

3D Print 12m2

Import/Export Depot

CAD /IT 16m2

Load/ Unload 190m2

Admin/ Offices 25m2

Ceramics Storage 100m2

Large Print Suite 40m2 CAD /IT 16m2

CAD /IT 16m2

Ceramics Studio 90m2

The Workshop of Technologies

Goods in 75m2

Water Curing Room 420m2 Rentable Studio 200m2

Rentable Studio 200m2

Brick Production Shed 150m2

Bulk Stock 680m2

Air Drying Store 150m2

Robotic CAD Office 16m2

Store 10m2

WC 12m2

Hand Tools Workshop 200m2

Store 10m2

Mixing Room 100m2

WC 12m2

Circ. 50m2 Active Stock 75m2

Robotic Brickmaking Plant 600m2

Hand Tools Workshop 200m2

Brick Forming Studio 200m2

Staff Offices 80m2

Seminar 20m2

Store 10m2

Circ. 50m2

Seminar 20m2

Meeting 12m2

The Site: Barnsley Road, Goldthorpe

The site is located at the western edge of the town centre of Goldthorpe, itself at the heart of the South Yorkshire Coal Belt and north east of Sheffield in the Dearne Valley. It is an ex-mining town characterised by low levels of employment, education and aspiration. The site is currently underused for its prominent location, comprising two petrol stations, a small terrace and car park. Barnsley Road functions as an important gateway to the town centre from both road and rail connections, yet offers little to the community amenity of the area. The adjacent distribution warehouses are strikingly out of scale to the two story housing context. In the post-mining years, amenity within the town has decreased, leading to the majority of shops, mainly chains, leaving the town. In particular, no bank currently has a chain within the town.

I II

Goldthorpe map key (right) Coal mining belts of Great Britain, within which Goldthorpe is located as part of the South Yorkshire belt, highlighted. Built around the collieries of the belt, Goldthorpe grew and eventually the edges blurred between itself and the neighbouring towns of Thurnscoe and Bolton-UponDearne.

The 33,000m2 site offers a critical opportunity for raising aspiration within the town whilst offering a new nationalfacing gateway to business and visitors to the town.

(Below) Birds-eye view of Barnsley Road site within Goldthorpe infrastructure network

Mainline train to Leeds

Distribution warehouses

Disused railway proposed reopening

Existing car park

Goldthorpe train station

Goldthorpe centre

Toward Rotherham

Mainline train to Sheffield /10

Existing petrol stations

Disused railway proposed as footpath

Goldthorpe

/11

Constraints & Opportunities

Located at an infrastructural crossroads, the site offers potential reconnection to the national main line rail service together with the creation of a ‘west Gateway’ into Goldthorpe from Rotherham and beyond. An industrial warehouse to the north splits the context from the residential scale near the road to larger buildings further north. Consideration will need to be given to the constraints imposed by road and rail networks, ensuring that access to the site is secure, safe, and accessible to all. Site Boundary The site is bisected by a main trunk road toward Goldthorpe’s centre. It is bordered by: • The disused railway to the west and south. • Warehouses to the north. • Residential terraces to the east. Noise Due to the proximity of houses in the easy, construction should be limited to normal working hours to minimise disturbance. Vehicle & Pedestrian Access Vehicles can easily access the site from the bisecting trunk road. The currently inaccessible disused railway will be reactivated at two levels through a series of paths and trails.

(Above, top) Site viewed from across road bridge to the west. (Above) Site plan, indicating bisecting roads and topology of the disused railways () Panorama from the east, showing existing buildings on site.

/12

(Above) Site forces diagram, showing: Site (orange), landscaped routes (green), traffic routes (blue), negative context (black), infrastructure potential (red) Goldthorpe elevational montage (below, from left) I Underpass footbridge, pedestrian west entrance to Goldthorpe II Local shed garages, used as workshops III Goldthorpe cinema building, now used as local stores and community shop IV Local Netto store, with overhang used as shelter by local youths V Underpass below dual carriageway VI Abandoned Co-op store, on high street VII Footbridge over disused railway line

/13

Thurnscoe

I. Phasing 10min

Goldthorpe

5min

Sit

To Sheffield

Bolton-Upon-Dearne Blurred edges /14

II. Current & Proposed Routes & Void

Town Centre To Doncaster

/15

Project Framework & Initiation

The Client & Stakeholders

Once politically engaged, Goldthorpe has since become distant from national government, culminating in the burning of an effigy of Thatcher following her death. In recent years, the town has also switched local authority, from Doncaster to Barnsley council, compounding confusion and little trust in local authorities. A charity, the Local Trust, maintains a successful Big Local community group in the town, and have recently purchased four terraces homes1 to offer to the community at affordable rates. Additionally, the Coalfields Regeneration trust provides funding and support to the deprived areas of the UK coalfield network.

Goldthorpe burns its bridges with national politics alongside the effigy of Thatcher. <credit Barnsley Chronicle> 1

Foster, 2016

Goldthorpe Big Local has had some successes with community initiatives and funding. <credit Local Trust>

/16

It is therefore proposed that the community, spearheaded by the Big Local group and mentored by the Local Trust, establishes a Community Interest Partnership for the purposes of delivering and managing the project. This Partnership will later, over the phasing of the project, establish three subsidiaries - the Goldthorpe Coalbelt Credit Union, a social enterprise; the Goldthorpe Community Workshops Association, managing the Fly Ash production centre as a social firm; and the Goldthorpe depot, a traditional limited company.

Society

UK Coalbelt Towns

UK Banking Network

Coalfields Regeneration Trust

Local

Dearne Big Local

Goldthorpe Community Interest Partnership Individual

Local Businesses

Goldthorpe Residents

The Goldthorpe Coalbelt Credit Union Social Enterprise

Fly Ash Production Centre Social Firm

Import/Export Depot Limited Company

UK Construction Industry National Rail

UK Thermal Power Network

/17

Community

Initiation

Briefing

Architect

Client Design Development

Community Consultation

Architect Client

Master-plan

Community Architect

Procurement Client

Phased Construction

Community Occupation

/18

e ss

c Ac

A continued, integrated approach to inclusive design maintains access throughout the project, both in the design and procurement process in addition to the physical form of the building. This approach maintains integration of the community (as wider user body), and client throughout the entire process.

ible to ever

yo ne

Client

Practical Completion

Architect

This project intends to follow the principles of inclusive design, ensuring access to all - both physically in resultant building; and through participation in the initial phases. By introducing user/local resident participation and cooperation early, the project will better serve and be understood by the community. As a result, the project will have an improved chance of economic self-sufficiency once resolved.

Inclusive Design & Access “Inclusive Design is a process that ensures that all buildings, places and spaces can be easily and comfortably accessed and used by everyone” - Julie Fleck, Office for Disability Issues “Inclusive design places people at the heart of the design process.” “Inclusive design provides flexibility in use.” - CABE, The Principles of Inclusive Design

Built form

Pl a

Inclusive Design

Physically Accessible

Desig

ing

Cooperation through participation

Phased Integration into community

The architect will be appointed by the Community Interest Partnership to: • Phase 1: Consult and undertake works from concept to RIBA work stage 6 for the implementation of the credit union. • Phase 1+: Appointed to prepare works from concept to RIBA work stage 3 for the master-plan of the site in its entirety. At this stage, the architect’s role will be facilitating a common vision and brief for the completed project. • Phase 2 and 3: Novated by principal contractor to provide design continuity between RIBA work stages 3-7 of the design and construction of the workshops and depot.

Continuing levels of community input, consultation and participation in the project will be maintained from inception through to occupation of the final master-plan, resulting in a physically and communally inclusive architecture.

Architectural Role(s) and Responsibilities

/19

The Role of the Architect 1

di Carlo, 2012, p.38

“But if the architects have lost the ability to deploy knowledge, nobody benefits and everyone loses. I think it is fine that architects bring a certain form of knowledge to the table, but if they are prepared to receive knowledge back from the other side of the table.” - Jeremy Till, in interview with Bernd Upmeyer. 2

It is proposed to follow di Carlo’s theory of process planning1, which stipulates that hypotheses are iteratively built upon through participatory consultation. Once an equilibrium is reached between forces and participants, the built form materialises and the hypotheses continue as an ongoing dialogue of use. In this way, the project becomes more than the sum of its parts, echoing Till’s comments2, that the architect does not surrender their power in this relationship, instead a new formation leverages their expert knowledge to translate informal participant knowledges. Involving the community within this process helps mitigate programmatic decay3. The ongoing process, linking cooperative practice and the proposal4, helps internalise the building within Goldthorpe’s community identity.

“The neighbourhoods and buildings planned ‘for’ the users decay because the users, not having participated in their planning, are unable to appropriate them and therefore have no reason to defend them” - di Carlo, 2012, p.31. 3

“A real metamorphosis is necessary to develop new characteristics in the practice of architecture and new behaviour patterns in its authors: therefore all barriers between builders and users must be abolished, so that building and using become two different parts of the same planning process.” - di Carlo, 2012, p.29. 4

Field of forces in planning hypotheses

di Carlo’s process planning, wherein hypotheses are aimed at and launched by participation. Each hypothesis leads to another, enlarged by a field of forces, more appropriate hypothesis. When a point of equilibrium is reach, the materialisation of physical space is put into effect. After, it begins again, looking at the experience in phase of use. 1

/20

Participation input Construction occurs Phase of use hypotheses building through consultation

The consultation event, crafted to disseminate ideas of community initiatives1, offered a test bed for ideas and feedback. Through a voting system with local currency for employment opportunities, ideas of a local economy were discussed, as well as crowd-sourcing preferences for industry and scale of operations. Results indicated that smaller, craft based industries were favoured, though there was interest by a proportion of residents for new technologies2. The consultation did have flaws, that future events should aim to mitigate, particularly to capture youth opinions: • Only 50% of supplied currency was used. • Attendees were predominately 30-40+, with the majority elderly. • Figures were non-representative of the youth interest. • Bias toward youths were expressed by attendees, who were seen as remaining at home watching TV or playing games as opposed to connecting with employment or community.

User Consultation 01_ Small scale ceramics £41 (10%)

“People are willing to buy hand made cards from WHSmiths for £7.50 but not the same card from the maker for £1.50.” “call centre jobs are not rewarding, better to do things with your hands. People need to get up off the couch and learn.” 1

“I like the snowballing effect of a rolling community idea. I taught craft and had 6 people the first year, but 15+ the second year from word of mouth. It’s about building 03_ an idea up over time.” Brick making (manual machining)

“I love the thought £0 (0%) of making something from a printer, it just fascinates me.” 2

- Quotes from residents at Goldthorpe consultation event, 160130.

05_ Small scale handcraft £66 (15%)

07_ Small scale 3D printing £22 (6%)

Total cash votes £430 Amounted unvoted £215 (50%)

/21

Social Enterprise & Social Firms 1

Goldthorpe Big Local meeting, December 1st, 2015.

Of note was one member’s proposal for funding that ‘kids need opportunity/training. Locally. I have looked into spaces [..] Somewhere where you can check kids into, run as a non-profit social enterprise. Encourage kids to stay in the area [...] need somewhere for the kids to be engaged in positive activity [...] by picking up aspiration, the likelihood of getting involved in negative activity will drop.’

An established Local Trust, the Goldthorpe Big Local, which allocates funding for local ventures. Minutes from a meeting attended by the Studio1 revealed interest from local residents to establish social ventures. What was surprising, was the seeming limitation on funding specifically for local groups. This project proposes a community fund ‘pot’, manifesting as a credit union, that can be bought into and helps fund social endeavours, by and for the town. A supporting production centre, provides both training and income for the town and residents. By combining economic, education, and production facilities on one site, the project becomes economically viable.

the term social enterprise here is defined by RidleyDuff and Bull (2011, p.60) as the EU style, one that focuses upon ‘collective action, incremental building of social capital and assets, solidarity and mutuality, and a bottom-up governance form of democracy’. Its form of social economy lends itself to a community economy pot that will divide profits and funds to shared, mutual, community-focused investments.

Social Enterprise 3

the social firm, is a variant of social enterprise with the expressed goal of creating jobs and training for those who are job-disadvantaged due to discrimination.

Profits are not distributed to shareholders, instead reinvested in the business for growth and continued job creation. Meanwhile, an employability social firm improves the employment prospects of job-disadvantaged people through a wide range of workbased opportunities. These might be work experience, training or coaching to help people become job-ready.

/22

Owned and managed by local Residents

Funding local initiatives

Social Agenda

The project proposes to establish a credit union as a social enterprise2, with the production centre as a subsidiary social firm3, both owned by the town community interest group. This enables the funding of local enterprise opportunities through the credit union pot, and the creation of job training and employment through the employability firm’s workshops.

The Findhorn Eko <http://www.ekopia.org.uk/ investments/eko-currency/>

The Bristol Pound <http://bristolpound.org>

The viability of the credit union as a social enterprise is precedented in both the Findhorn Eko4 and Bristol Pound5 schemes. The Bristol Pound Community Interest Company and Bristol Credit Union, run as a not-for-profit partnership, has risen from a £5000 viability study in 2011 to over £200,000 turnover in 2014.

Objectives Raise the aspiration of local residents

Raise the profile of Goldthorpe Enterprise

Encourage skill sharing and investment return

Social Firm Diagram investigating the obligations and relationship between the social enterprise (credit union) and social firm (production workshops).

Profits reinvested into the business and growth

Up-skilling Local workers

Social enterprise data based upon information from Voluntary Action Sheffield ‘Community Interest Companies’. Social firm data based upon information from Social Firms England.

Creating local jobs /23

Funding Strategy

To navigate from grant funding to self sustainability, the funding strategy is proposed as multi-staged.

The Coalfields Regeneration Trust, together with other similar deprived area regeneration trusts, can invest up to 50% of SME investment requests, often up to £100,000. They have participated in schemes such as community nurses, setting up community stores, and the Barnsley Community Building project.

Stage 1 funding, the initial community fund and union, will be sourced from the Coalfields Regeneration Trust (CRT)1, with additional funding from the Local Trust, through Goldthorpe Big Local2.

Ref: < https://www.gov.uk/government/uploads/ system/uploads/attachment_data/file/6295/1728082. pdf> 2

Goldthorpe Big Local already has a track record of investing in community initiatives, having purchased four terrace homes in the town to rent back to the local residents at social levels.

“We were very clear about the advantages this project would bring to our area: helping to improve the housing stock, providing good quality affordable homes, providing training, skills and employment, improving the environment and boosting the local economy.” : <http://localtrust.org.uk/news/blogs/creatingaffordable-homes>

/24

Stage 2 and 3 funding, the workshops and depot, mark the biggest investment and hurdle. Further funds will be sourced from the Local Trust and CRT, as well as Lottery Funding. As the Workshop is a separate legal entity from the Credit Union, these applications are discrete. Additional funds, where possible, will be sourced from the crowd-sourced pot (Stage 1). An exchange contract can be considered with existing coal-fired power stations and landfill to raise more funds, specifically a lump-sum fixed-term contract to remove fly ash waste from site. This complex benefit would remove waste from stations, whilst providing raw material for the workshops. Additional expansion will be funded primarily from the community pot, with material costs mitigated through the use of locally produced fly ash brick. Profits from the workshops will be returned to the business to fund growth and job creation.

Phase I Credit Union Profits Local Initiatives

Phase II Workshops (Brick & Ceramics) Profits

Fly Ash Removal Contract Goldthorpe Credit Union Community Pot

Phase III Depot Workshops (3D) Profits

Phase IV Further Workshop Expansion

/25

Contract and Procurement Contract priority wheels (Chappell and Willis, 2010. p.166-182) Risk Diagram (Clamp, Lupton and Udom, 2012, p.45)

When selecting a contract for the client, a consideration of the stated objectives of collaboration and consultation is important. In later phases, as the project becomes increasingly funded with a limited community fund, cost and time become more pressing matters. As a result, it is proposed to divide the project into multiple phases.

Contract Type

Risk Client

Contractor

Design and Build Complete ‘package’ by supplier Design and Build Design input by contractor Traditional lump sum Fixed price

Phase 2 & 3 Phase 1 & 1+

Traditional lump sum Fluctuations Traditional measurement Bill of approximate quantities Traditional measurement Fixed fee prime cost Traditional measurement Percentage fee prime cost Management contracting

Phase 1 (Credit Union) Phase 1+ (Site Master-plan)

Time

Ri sk

lity ibi ex

Size

Comple xi t y

st Co

Qua lity

Traditional contract wheel (blue), overlaid with client priorities (orange) (Phases 1 and 1+) 1

/26

Clamp, Lupton and Udom, 2012, p.333.

These phases represent the foundational stage of a lengthy ongoing partnership and embedding strategy. Due to the project’s focus on collaborative working, the JCT Constructing Excellence (CE 2011) contract was considered, though due to the client’s professional inexperience with construction, the flexibility afforded would not be valued. Instead, it is proposed the architect be appointed under a traditional lump sum contract with quantities ( JCT SBC/Q), but with a supplementary JCT Framework Agreement with binding agreement (FA). By working within these appointment frameworks, the client will be afforded more control over the flexibility and quality of the proposal at the expense of time and cost. The appropriation of a framework agreement in addition to the standard contract, promotes a culture of working together in an open manner, with provisions for framework objectives, organisational structure and decision making1.

Phase 2 (First Stage Workshops) Phase 3 (Second Stage Workshops and Depot)

Time

Ri sk

Size

Comple xity

st Co

Qua lity

As a result, it is proposed that Phases 2 and 3 are appointed on a Design and Build basis, with the original architect novated to undertake detailed design work within the contractor design team.

lity ibi ex

These later phases represent the bulk of the total project cost, achieved with both public funding and community funds. The client’s focus, therefore, becomes less on flexibility and more of achieving a good outcome with minimal risk at low cost and good time completion. As Phase 1+ sets outs the master-plan for the site, a good amount of design work at early phases will already be completed.

Design and Build contract wheel (blue), overlaid with client priorities (orange) (Phases 2 and 3)

Coalfields Regeneration Trust Fund

Contract appointment structure for phases 1 (Credit Union)

National Lottery Funding

Goldthorpe Community Interest Partnership

Consultants

Principal Contractor

Architect

QS Contract Links

Nominated Subcontractors

Information Flow

Domestic Subcontractors Nominated Suppliers Domestic Suppliers ‘Buy in’ from Community Currency scheme Coalfields Regeneration Trust Fund National Lottery Funding Lump Sum contract in exchange for ash removal from Power Plans

Goldthorpe Community Interest Partnership

Contract appointment structure for phases 1+ (Master-plan) and continuing into Phases 2 and 3, as a Design and Build contract. An independent Project Manager is appointed as Employer’s Agent to avoid conflicts of interest by a novated architect.

Phase 1+ Masterplanning and Design out for Tender Architect

PQS

Employer’s Agent (independent Project Manager)

Principal Contractor

Commercial Manager Phases 2 and 3 Appointment of Principal Contractor and design team

Contracts Manager

Project Manager

Design Manager

Logistics H&S

Structural M&E

Site Team

Sub-contractors

Architect [novated]

/27

Construction Design & Management

With the 2015 CDM regulations placing architects as the principle designer on schemes, particularly during phases 1 and 1+, they now have responsibility for coordination of health and safety during pre-construction. It is therefore expected that the architect as principal designer ensures the following:

Plan, manage, monitor and coordinate health and safety in the pre-construction phase of a project. This includes: identifying, eliminating or controlling foreseeable risks; and ensuring designers carry out their duties. (Guidance on CDM Regulations, 2015, p.6). 1

ibid., p.33.

CDM Regulations, 2015

CPA Good Practice Guide: Requirement for Tower Cranes Alongside Railways Controlled by Network Rail 3

ibid., p.8.

Health and Safety CDM Regulations, 2015

• As far as possible that the design team eliminates any risk associated with design elements2. • Repair and maintenance will be coordinated where possible to avoid specialist climbing apparatus. • Materials should be chosen to be either pre-fabricated and assembled with appropriate machinery, or suitable for assembly by hand. Where not possible, the aspiration is for reduction or control of these risks. Due to the risks of working near an active main line rail, construction work, particularly the construction of the depot and re-establishing of a portion of the railway, needs to consider National Rail regulations for working close to a railway3. Due to likelihood of oversailing when reconstructing the railtracks and depot, a formal ‘oversailing agreement’4 should be entered for Phase 3. The final reconnection of track should be only undertaken during a quiet period, with appropriate re-routing of trains agreed.

During construction phases, particularly construction of Phase 2 and 3, the principal contractor will take primary responsibility to site safety and supervision of subcontractors. The contractor will ensure that the correct health and safety procedures are followed, including full PPE when on site. The principal designer will continually re-assess risk during design and between phases to ensure future phases continue with minimal risk. They will also be expected to prepare a pre-construction health and safety file. During construction of each phase, the site will be demarcated by hoarding and appropriate signage. Access will be secured to these working areas, and a secure site cabin will be installed as both site office and store.

/28

Site Construction Strategy Buildings under construction/demolition Completed buildings Site boundary Works access Pedestrian Access

Phase 0 Demolition and Clearance of Site

Phase 1 Construction of Credit Union and Offices

Phase 2 Workshops

Phase 3 Workshops and Depot

/29

Phasing 1

See next page for detailed phasing breakdown

Due to the high level of consultation outlined throughout the project, together with the necessary periods of crowd-sourced fund acquisition, the proposed timeline for the project is lengthy for a project of this scale1. This allows for the later phases of the building to be completed without grants. Consultation periods are outlined as follows: • Phase 1: Beginning with the establishment of the CIP through to conclusion of design development. • Phase 2: Beginning with early master-plan discussions through to conclusion of design development. • Phase 3: Prior to formal post-occupancy reviews, but continuing beyond to ensure the expansion reflects initial user experiences. Actual time on site, however, is minimised to maintain lower costs, and will be restricted outside winter months to minimise risk of weather damage.

/30

Goldthorpe expands as Mining Begins

Policies put in place by Thatcher begins the closure of collieries

Goldthorpe Pound founded, community fund pot established

Goldthorpe Credit Union founded

Collapse of local economy occurs.

Rise of requests for funding of social enterprise groups

Fly ash brick kiln studios founded

Goldthorpe & Bolton-on-Dearne Big Local founded

Fly ash ceramics studios founded

Import/Export rail depot established Fly ash 3D printing studios founded

Depot expanded

Skill uplift of Goldthorpeâ&#x20AC;&#x2122;s residents

Legacy futures: economic & social regeneration of the coalbelts

Scheme rolled out across UK deprived coalbelt areas

Boom in local industries in Goldthorpe high street

Desirable skills makes Goldthorpe valuable to the national construction economy

/31

Outline Plan of Work Community Interest Partnership established Phase 1 funding applications Architect appointed Phase 1 brief developed with client Community consultation period Site investigated and surveyed Goldthorpe Credit Union established Concept design phase Final Phase 1 funding applications Planning submitted for Phase 1 Phase 1 Design development Phase 1 Contractor tender Phase 1 Construction Handover and snagging In Use Post Occupancy review Master-plan brief developed with client Community consultation period Outline Planning submitted Goldthorpe Workshop of Technologies established

/32

Goldthorpe Credit Union constructed and running

2016

2021

Architect appointed for Phase 1 & 1+

Planning for Credit Union approved

Handover of Credit Union to Clien Phase 1: Goldthorpe Credit Union (trad.)

Site Master-plan planning app Phase 1+: Site Master-plan (trad.)

Phase 2 funding applications Community consultation period Contractor tender package Phase 2 Design development Planning submitted for Phase 2 Construction period Handover and snagging In Use Post Occupancy review

Phase 2: Brick & Ceramics Workshops (D&B)

Phase 3 funding applications Community consultation period Goldthorpe I/E Ltd. Established Contractor tender package Network Rail negotiations Phase 3 Design development Planning submitted for Phase 3 Construction period Handover and snagging In Use Post Occupancy review

Phase 3: 3D Printing & I/E Depot (D&B)

Contractor appointed for

Planning for Work Handover

Fly Ash Production Centre functionally completed

Goldthorpe Workshop of Technologies becomes self-sufficient

2031

2026

proved

r Phase 2

kshops approved of Phase 2 Workshops to Client

Contractor appointed for Phase 2

Planning for Further Workshops and Depot approved Handover of Phase 3 Workshops and Depot to Client

RIBA Work Stage 0: Strategic Definition

RIBA Work Stage 5: Construction

RIBA Work Stage 1: Preparation & Brief

RIBA Work Stage 6: Handover & Close Out

RIBA Work Stage 2: Concept Design

RIBA Work Stage 7: In Use

RIBA Work Stage 3: Developed Design

Planning Application

RIBA Work Stage 4: Technical Design

Funding Application

/33

Benchmark Costing

Using comparisons to proposed typologies, including a contingency of 10%, and excluding VAT and fees, a rough cost has been estimated. To compare project of different completion dates, inflation has been estimated1. To calculate cost rises between 2015 and date of construction, the Bank of England target inflation rate of 2% has been utilised.

Inflation calculated from date of construction using the Bank of England inflation calculator, calculated up to 2015 prices. [Online]. Available at: <http://www.bankofengland. co.uk/education/Pages/resources/inflationtools/ calculator/flash/default.aspx> [Accessed 23rd February 2016]. 1

Construction Costs (build year)

Floor area/m2

Entrance/Shared (2018)

215 £2,580 £554,700 £588,652

Cost/m2

Cost (2015)

After Inflation (2%/yr)

Credit Union (2018) 320 £2,580 £825,600 £876,133 Offices/Community Spaces (2018) 190 £2,580 £490,200 £520,204 Workshops (Phase 1) (2019)

2,348 £1,445 £3,392,860 £3,672,540

Workshops (Phase 2) (2023)

726 £1,282 £930,732 £1,090,500

Depot (2023) 1,307 £1,586 £2,072,902 £2,428,735 Building Total 5,112 (mean) £1,617 £8,266,994 £9,176,764 +10% contingency £10,094,440 Landscaping (2018)

10,040 (±2.5 acres)

Specialist Costs: Landscaping. [Online] Available at: < http://www.building.co.uk/specialist-costslandscaping/3057857.article> [Accessed 23rd February

£15,000/acre2

£37,500

£39,795

Through this process, an approximate cost of £10.1 million, with £40,000 landscape budget has been reached. Due to the implementation of brick making technologies within the workshops, it is anticipated that the later phases of the building are constructed at least in part with on-site constructed bricks, lowering overall costs. However, the mean square metre rate of £1,617 is felt to represent a good value for money for the client at the size of project. The appropriation of design and build contracts for later phases is essential to maintain costs as the majority of funding is to be sourced through local money from the credit union.

/34

1 Halifax Building Society, BDP, Halifax, 1974, £9,200,000. 2 Burntwood School, AHMM, London, 2013, £40,000,000.

3 John Henry Brookes & Abercrombie Building, Design Engine Architects, Oxford, 2014, £83,000,000. 4 Kingston Business School, Hawkins\Brown, Kingston-Upon-Thames, 2012, £17,000,000.

1 6

5 Stratford Market Depot, Wilkinson Eyre Architects, London, 1998, £18,700,000. 6 Scottish Crime Campus, Ryder Architecture, Gartcosh, 2013, £75,000,000.

7 Port Glasgow Community Campus, Archial NORR, Port Glasgow, 2013, £37,000,000. 8 Plymouth School of Creative Arts, Feilden Clegg Bradley Studios, Plymouth, 2015, £10,000,000. 9 Maison de la Recherche et de l’Imagination (MRI), Bruther, Caen (France), 2015, £3,205,000.

(All information taken from: AJ Buildings Library, available at: <http://www.ajbuildingslibrary. co.uk> [Accessed 23rd February 2016]. Except MRI, from Architectural Review, February 2016.

Precedent Floor area/m2

Adjusted cost (2015)

£/m2

[Campuses] Burntwood School 19,800 £41,349,954 2,088 Port Glasgow Community College 21,719 £38,248,707 1,761 JHB & Abercrombie Building 26,848 £83,821,782 3,122 Scottish Crime Campus 22,500 £77,531,164 3,446 Kingston Business School 7,290 £18,107,769 2,484

Average 2,580

Plymouth School of Creative Arts (Workshops) 6,920 £10,000,000 1,445 MRI (Fab Lab Workshops) 2,500 £3,205,000 1,282 Stratford Market Depot (Depot) 18,720 £29,682,539 1,586

/35

Benchmark Costing: Campus Precedents (All information taken from: AJ Buildings Library, available at: <http://www.ajbuildingslibrary. co.uk> [Accessed 23rd February 2016].

Burntwood School AHMM, 2013 Address: Burntwood Lane, London, SW17 0AQ Floor area: 19,800m2 Total cost: £40 million Contract: SBC/Q/SCOT Four pavilions, up to four stories tall, the layout arranges these buildings around gardens, lawns, squares and a central pedestrian spine - forming a legible diagram that is easily navigated.

Kingston Business School Hawkins\Brown, 2012 Address: Kingston Hill Campus, Kingston-Upon-Thames, KT2 7LB Floor area: 7290m2 Total cost: £17 million Contract: JCT Design & Build A 5-storey school set around a central lightwell penetrating light deep into the building. On the ground floor large lecture theatres and teaching studios are arranged around the central communal space. And on the upper floors smaller teaching spaces, staff offices and research rooms are organised around the perimeter of the building, with circulation concentrated around an interior façade.

/36

Port Glasgow Community Campus Archial NORR, 2013 Address: Floor area: Total cost: Contract:

Port Glasgow 21,719m2 £37 million SBCC 2005 Design & Build

A 5-storey student services building within Oxford Brooke’s master-plan, the plan centres around a 20m high central space with supplementary wings ‘plugging’ into it. A 3-storey campus incorporating 3 schools into a single building, with all routes emanating from a centrally located area

Scottish Crime Campus Ryder Architecture, 2013 Address: Gartcosh Industrial Estate, Gartcosh, G69 8DG Floor area: 22,500m2 Total cost: £75 million Contract: Public Contracts (Scotland) Design & Build A 5-storey facility eight miles from central Glasgow, providing high quality office accommodation, together with forensic laboratories and numerous support facilities to enhance collaboration between various anti-crime agencies.

LOCATION PLAN

John Henry Brookes & Abercrombie Building Design Engine Architects, 2014

Scale 1:2500 - A3

Graphic Scale (Meters) 200

Address: Oxford Brookes University, Headington Campus, Gipsy Lane, Oxford, OX3 0BP Floor area: 26,848m2 Total cost: £83 million Contract: NEC 3 Contract

A MJ

W P

MJ MJ

W P

A 5-storey student services building within Oxford Brooke’s master-plan, the plan centres around a 20m high central space with supplementary wings ‘plugging’ into it.

1 B

4 17

W P

MJ MJ

W P

100

W P

rwp

SVP

rwp

SVP

rwp

5 MH

Level 0

/37

Life Cycle Costing

The organisational structure of the workshops returning profit to employment and a crowd-sourced funding preludes a strategy of minimal expenditure to client and environment. Beyond the building’s procurement, this necessitates a full consideration of whole life costs comprising: fabric, services, finishes, cleaning, utility, administrative costs and programme income. Fly ash bricks will be used in the construction, produced on site during Phase 3. Earlier phases should source bricks locally to maintain the environmental benefits. These bricks can also be left untreated on interior finishes allowing for a low cost, robust approach to servicing and finishes throughout1. Key variants in this approach: Credit Union & Administrative and Community Offices • High footfall requires long-lasting resistant finishes throughout lobbies. • Design decisions should maximise productivity and a healthy environment in a civic work environment with higher administrative and utilities costs.

Services affixed to bare block walls in Sheffield’s Manor Works by Architecture 00 shows how a low cost finish can achieve flexibility and functionality in workspaces 1

An austere and functional aesthetic continues to the shared spaces yet the addition of wood and metal lends warmth and variety to the finish: Manor Works, Architecture 00 2

/38

Workshops & Depot • High footfall and industrial work informs hardy, longlasting design decisions. • Finishes should be functional, yet durable. • Circulation spaces should be finished to be both robust yet communicate the civic nature of the workshops. • Heavy machinery in some spaces necessitates floor finishes to resist large point loads. • Flexible approaches to fixtures and fittings enables reconfiguration of the spaces. • Large open spaces will be difficult to maintain acoustic and thermal comfort when occupied. Good levels of thermal mass and acoustic baffles should be considered to avoid costly future modifications.

Post-Carbon Status of the Project

The majority of UK coal fired power plants maintain a strategy for phasing out coal by 20251. However, only around half have plans to close (partially or completely), or reconfigure to biomass. It is expected the remainder will follow over the coming years. Following plant closure, the workshops will source ash directly from landfill, reducing waste stocks across the country.

Total yearly fly ash production: 4,646,389 tonnes Total yearly furnace bottom ash: 778,808 tonnes

In the long term, sufficient upskilling of workers will enable workshops to refit themselves to accommodate other techniques, without sacrificing jobs or learned cultures.

Fly ash place in Landfill: 1,366,038 tonnes 29.4% of total yearly ash production

Countdown to 2025: Tracking the UK Phase Out [Online] Available at: <http://www.carbonbrief. org/countdown-to-2025-tracking-the-uk-coalphase-out?utm_content=buffere2d9f&utm_ medium=social&utm_source=twitter.com&utm_ campaign=buffer> [Accessed 23rd February 2016].

/39

Conclusion

Promoting engagement with communities in a proactive, collaborative manner through both organisational process and project procurement, I have explored a narrative of achieving a solution greater than the sum of parts. Analysis of architects as collaborators revealed traditional procurements for a single large building would not be taken up by the user group. Proposing a timeline of multiple years and phases enables the integration into the townâ&#x20AC;&#x2122;s identity. Procurement choice addresses a collaborative practice between architect and client within uncertain local funds. The resulting campus manifests as part of the community identity in a rapidly advancing technological economy.

/40

/41

Bibliography

Books Ashton, S., 2013. The Contractual Innovator. In: Hyde, R., 2013. Future Practice: Conversations from the Edge of Architecture. New York: Routledge, pp.112-123. Bustamante, C., 2013. The Urban Activist. In: Hyde, R., 2013. Future Practice: Conversations from the Edge of Architecture. New York: Routledge, pp.102-111. Boyer, B., Cook, J. W., and Steinberg, M., 2011. Recipes for Systemic Change. Helsinki: Sitra. Boyer, B., Cook, J. W., and Steinberg, M., 2013. Legible Practises: Six Stories About the Craft of Stewardship. Helsinki: Sitra. Boyer, B., 2013. The Strategic Designer. In: Hyde, R., 2013. Future Practice: Conversations from the Edge of Architecture. New York: Routledge, pp.134-147. Chappell, D., and Willis, A., 2010. The Architect in Practice. Iowa: Wiley-Blackwell. Clamp, H., Lupton, S., Udom, K., 2012. Which Contract? Choosing the Appropriate Building Contract, 5th ed. London: RIBA publications. Crawford, M., 2009. The Case for Working with Your Hands, or Why Office Work is Bad for Us and Fixing Things Feels Good. London: Penguin. di Carlo, G., 2012. Architectureâ&#x20AC;&#x2122;s Public. In: Blundell Jones, P., Petrescu, D., Till, J., eds., 2012. Architecture and Participation, 2nd ed. New York: Routledge Easterling, K., 2012. The Action is the Form: Victor Hugoâ&#x20AC;&#x2122;s TED Talk. Moscow: Strelka. Harvey, D., 2014. Seventeen Contradictions and the End of Capitalism. London: Profile. Hill, D., 2012. Dark Matter and Trojan Horses: A Strategy Design Vocabulary. Moscow: Strelka. Johar, I., 2013. The Civic Entrepreneur. In: Hyde, R., 2013. Future Practice: Conversations from the Edge of Architecture. New York: Routledge, pp.42-55. Lange, A., 2012. The Dot-Com City: Silicon Valley Urbanism. Moscow: Strelka. Putnam, R., 2000. Bowling Alone: The Collapse and Revival of American Community. New York: Simon & Schuster.

/42

Ridley-Duff, R., and Bull, M., 2011. Understanding Social Enterprise: Theory and Practice. London: Sage. Sennett, R., 2012. Together: The Politics, Pleasures and Rituals of Cooperation. London: Penguin. Till, J. 2015. Distributing Power: Jeremy Till on the Complex Necessity of Participatory Urbanism. Interviewed by Bernd Upmeyer. [Article] MONU Magazine, Participatory Urbanism, 2015. Warwick, D., and Littlejohn, G., 1992. Coal, Capital and Culture: A Sociological Analysis of Mining Communities in West Yorkshire. London: Routledge. Westbury, M., 2013. The Community Enabler. In: Hyde, R., 2013. Future Practice: Conversations from the Edge of Architecture. New York: Routledge, pp.166-179. Reports CABE, 2006. The Principles of Inclusive Design. [Report] London: Commission for Architecture and the Built Environment. The Coalfields Regeneration Trust, 2014. Our Impact Over the Last 15 Years. [Report]. s.n.. Foden, M., Fothergill, S., and Gore, T., 2014. The State of the Coalfields: Economic and Social Conditions in the Former Mining Communities of England, Scotland and Wales. [Report] Sheffield: Centre for Regional Economic and Social Research. Health and Safety Executive, 2015. Managing Health and Safety in Construction, Construction (Design and Management) Regulations 2015, Guidance on Regulations. [Report] London: HSE. Statutory Instruments The Construction (Design and Management) Regulations 2015. 2015 SI 2015/51. London: Health and Safety Executive

/43

Online Articles Ball, A., 2016. Architecture students present Goldthorpe plans. Barnsley Chronicle, [online]. Available at: <http://www. barnsley-chronicle.co.uk/news/article/11778/architecturestudents-present-goldthorpe-plans> [Accessed 15th February 2016]. Foster, D., Locals buy up empty houses to create homes and jobs. The Guardian, [online]. Available at: < http://www. theguardian.com/society/2016/feb/09/locals-buy-emptyhouses-create-homes-jobs-barnsley> [Accessed 19th February 2016]. Goldthorpe Big Local [online]. Available at: < http:// localtrust.org.uk/get-involved/big-local/goldthorpe-withbolton-on-dearne> [Accessed 16th February 2016]. Social Firms England [online]. Available at: < http://www. socialfirmsengland.co.uk> [Accessed 16th February 2016].

/44

/45

Appendix Goldthorpe Community Campus Entrance/Shared Spaces Foyer WC Plant Sub Total

100 25 90 215

Credit Union Banking Hall Lobby/ATMs Cashiers Back Office Secure Area/Store Counselling/Interview WC Store Circulation Sub Total

88 16 50 24 15 55 12 10 50 320

Offices/Community Spaces Admin Meeting Room (1) Meeting Room (2) Bookable Seminar/Meeting WC Store Circulation Sub Total

80 12 12 20 12 10 50 196

Depot Platform Unload/Load Admin/Offices Goods in Bulk Stock [5 days] Active Stock [3 carriages] WC Store Circulation Sub Total

/46

190 190 25 75 680 75 12 10 50 1307

[1.8% total floor area]

[24/7 access]

[76x2.5] [next to platform]

[2x Automated Production Lines]

Schedule of Accommodation

Workshop Studios Hand Tools Workshop (20 Persons) (1) Hand Tools Workshop (20 Persons) (2) Brick Forming Studio (20 Persons) Brick Production Shed Mixing Room Water Curing Room Air Drying Store Robotic Brickmaking Plant Robotic CAD Management Office Storage Ceramics Studio (20 Persons) (1) Ceramics Studio (20 Persons) (2) Ceramics Kiln Ceramics Object Storage Storage CAD/IT Suite (10 persons) (1) CAD/IT Suite (10 persons) (2) CAD/IT Suite (10 persons) (3) 3D Printing Studio (10 Persons) Large Scale Print Suite (5-10 Persons) Storage Rentable Studio (1) Rentable Studio (2) Seminar Room (1) Seminar Room (2) Meeting Rooms Staff Offices WC Store Circulation Sub Total Total

200 200 200 150 100 420 150 600 16 10 90 90 24 100 10 16 16 16 12 40 10 200 200 20 20 12 80 12 10 50 3074 5112

[420 pallets/14 days] [150 pallets/5 days]

sqm

/47

Alexander Farr 140205543

Management Report

/48

Studio Collaborative Production