Design Realization report by Barbara Kowalska

manifest house

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design

realization

report

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barbara

kowalska

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new commonwealth institute

unitsixteen

2012/3

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building context

urban situation- location site use analysis site photo survey urban significance use patterns physical factors visual links sustainability planning legislation client profile client structure design driver design development programmatic precedents programmatic configuration spatial configuration development urban scale & orientation

urban situation

context

location

A prime location in the heart of London [fig.8] - and arguably that of the Commonwealth, provides context for the proposal’s development. The Sainsbury’s Wing extension to Grade I listed National Gallery [fig.11] building is thought of as never built leaving a significant open space in the centre of the metropolis. To the East the site is flanked by a Grade II listed structure currently housing the University of Notre Damme amongst others. Royal Trafalgar Hotel is situated to the North of the site, along route linking Trafalgar Square with Leicester Square; the South aspect overlooks Grade II and Grade II* listed Canada House [fig.9] [ref]. The location will allow the proposal to gain inherent perceived significance and identity through means of association (close vicinity of National Gallery, multiple Embassies and vistas across the Square toward such landmarks as Big Ben and the Houses of parliament). [fig.8] LB of Westminster location in London context

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[fig.9] site context: grade I listed: the national gallery grade II: the university of notre damme site

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daytime pedestrian traffic (size of marker represents intensity of traffic)

night time pedestrian traffic (size of marker represents intensity of traffic)

site

v traffic routes

active facade

facade deprived of direct sunlight

traffic direction

context

urban situation urban significance

Photographs

official centre of London plaque behind statue of King Charles I

Vicinity to the West End entertainment area makes the Square a popular destination for both tourists and locals alike. By this virtue the site benefits from prime exposure and the Square’s landmarks elevate it to one of an iconic locations. Pedestrian and vehicular traffic slows down somewhat during late night hours, but this part of the city never sleeps. The aforementioned factors contribute to highlighting this area as a place of significance and rich character. Apart from constituting the very centre of London from which all distances are measured the square has been a witness to multiple political rallies and expression of community’s unity- annual mass celebration of such events as New Year’s Eve, or countdown to the Olympic Games . Coupled with national symbols, i.e. Nelson’s Column or nearby Buckingham Palace, Trafalgar Square and peripheral structures demarcating it (including the site of the proposal) is perceived as synonym of the freedom and national pride- the nation’s character. By association, the Manifest House stands a good chance of inheriting intangible characteristics of grandeur and importance.

[fig.13] [fig.12]

[fig.11] National Gallery- Trafalgar Sq facade

[fig.12] Sainsbury Wing by VSBAWhitcombSt elevation

[fig.11]

[fig.13] Sainsbury Wing- Trafalgar Sq elevation

[fig.14] Trafalgar Square N & W side

AJBuildingsLibrary.co.uk

[fig.15] Nelson’s Statue atop the Column- symbol of national identity

context

site photo survey

building module adaptation

food and drink outlets generating food waste within the area

restaurants & cafĂŠs

use patterns

public houses

clubs

site

Daytime: - as a major tourist and cultural destination high influx of pedestrian traffic throughout the year - major intersection of London public transport Nigh-time: - adjacency to the leisure district of West End generates considerable level of pedestrian traffic, continued throughout the night and into early morning hours. The site is in virtually constant use, 24/7, 365 days a year. Key social and community themes: celebration, expression of societyâ&#x20AC;&#x2122;s views and patriotism, leisure and entertainment (cinemas, clubs, restaurants), culture and history (i.e. Charing Cross, Nelsonâ&#x20AC;&#x2122;s Column, the National Gallery, 4th Plinth art installations), national identity (ceremonial route to the Buckingham Palace), political presence (multiple embassies), shopping (market, shops), tourism (revenue generation), socialising

context

urban situation

visual links

context

physical Factors

TRAFALGAR SQ VIEW

BIG

VIE

RIVER THAMES

Key site conditions factored into the design and construction process [fig.9

and gif.10] :

1. constraints - presence of listed buildings to SW, W and NE boundary lines - predominantly classical style of existing architectural fabric - tower structure to NW boundary (the Royal Trafalgar Hotel) - restricted sunlight access to SW and NW façades - no sunlight access to NE facade - dense fenestration overlooking the site from N, E and S - pedestrian traffic around the site boundary perimeter - access to vehicular traffic on 3 sides: •

mainly one-way roads and presenting potential complication to serve as delivery routes at construction phase

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South access forms part of high traffic area present potential complication to serve as delivery routes at construction phase

2. opportunities - nearby access to River Thames (alternative delivery mean) - part of important public realm - visual link with Nelson’s Column - spectacular vistas across Trafalgar Square toward the River and neo-gothic Houses of Parliament due to elevation of the site [fig.16] - direct sunlight access to SE elevation: scope for solar power harvesting - daylight access (in varying levels) to all façades, provided that proposed structure is off-set from SW facade of the Gallery - vicinity to multitude of restaurants poses potential biomass source, which to be

used in generating heat source for the proposal. - due to considerable rainfall levels, rainwater harvesting should be explored TOWER BUILDING

[fig.16] bird’s view over Trafalgar Square in Southern direction site’s direct visual link with the Column vista: from Manifest House onto the Square Nelson’s Column vista: from Square’s viewing platform to Big Ben/ London Eye site location

context

existing conditions

LIGHT High-density build-up around site’s periphery results in the following conditions: NORTH facade (the Royal Trafalgar Hotel aspect): - In addition to lack of direct sunlight access due to geographical orientation and its proximity to the tower structure (the hotel), any proposed façades will suffer from gradually decreasing daylight levels (in E-W direction; the corner adjacent to St Martin’s Street being the darkest area on site. EAST facade (the National Gallery aspect): - close proximity to overlooking South-West facade of the gallery (2.69m at the narrowest section of the passage) and height anticipated height difference of the structures, direct sunlight reach will be restricted to upper floor levels during morning hours and the southern-most corner of the plot- overlooking Trafalgar Square. In terms of daylight levels, these are expected to be at their lowest end of scale due to same factors as aforementioned. However, brightness of the gallery’s facade will promote reflected daylight during afternoon hours. SOUTH facade (Canada House aspect) and SOUTH- WEST facade (University of Notre Damme aspect): Extensive exposure to direct sunlight and daylight provision. South facade would lend itself to becoming the one featuring high density of window openings at all levels. As sun-path shifts over course of a day, direct sunlight will penetrate deeper into the centre of the plot (from S-W direction). However, shading will still be cast on the ground by any opaque vertical elements to the front of this perimeter.

ACOUSTICS Trafalgar Square and streets demarcating it generate high pedestrian and vehicular noise levels during daytime. This rockets at night, but due to site’s metropolitan location, elevated sound levels are always recorder. Pall Mall East, running parallel to the plot’s South border, links the Square with Haymarket- a popular theatre district. Additionally, since the 2003 diversion of traffic away from South elevation of the gallery, Pall Mall East and Covent Garden are conveniently connected for pedestrians. Consequently southern side of the site is in constants use by the public. On contrary,whitcombe Street and St Martin’s Street (West, East and North peripheries) are significantly quieter. However, reverberated noise from the Square is ever-present background sound, heard along these routes. SMELLS No pre-conditions are identifiable in respect of smells, other than unavoidable vehicular fumes. SUSTAINABILITY Environmental data served as basis for recommendation of optimal product solution for PV panels and rainwater harvesting system. Temperature data demonstrates patterns over the past decades which will determine level f insulation and mechanical ventilation, as well as heating system outputs.

PROTECTED VISTA 2B: PALACE OF WESTMINSTER FROM PARLIAMENT HILL EAST OF THE SUMMIT PROTECTED VISTA 2A: PALACE OF WESTMINSTER FROM THE SUMMIT OF PARLIAMENT HILL

planning legislation

context

sustainability

planning legislation

Since the site falls within Trafalgar Square Conservation Area of City of Westminster, the Borough’s policy was reviewed in order to establish applicable constraints and conditions. Additionally, this part of public realm defines protected vista corridors 2A and 2B [fig.10]. In addition to restricted site access, the area boasts a high profile and dense build-up. Consequently, it is anticipated that Local Authority will impose limitations on frequency, dimensions and time of deliveries as well as road-side skips (it these should be required. N.B. method statement would stipulate that all skips be located on site and collections take place outside peak hours to minimise impact on surrounding traffic levels).

actual rainfall data: autumn - winter - spring - summer (L-R)

60 M

Aware of height-restrictions stipulated by partially superseded Unitary Development Plan, Policy DES14 & DES15, relating to protection of strategic views, the proposal’s maximum height does not exceeded the allowed six storeys. Manifest House peaks at two storeys (or 3 storeys in case of the alternative raised arrangement, allocating parking at ground floor level) which reaches approximately 10 meters.

actual sunshine data: autumn - winter - spring - summer (L-R)

Manifest House, presented as a landmark to the Commonwealth of Nations will not be considered as a monument or landmark in normal understanding, however its siting has strong connections to the Squares history- strengthening conceptual relationship between the two. The argument is supported by Westminster Statues and Monuments Policy.

The environmental data serves as a base for the Environmental Engineer to recommend an optimal product solution for PV panels and rainwater collection system. Temperature data demonstrates patterns over the past decades which will determine level of insulation and mechanical ventilation, as well as heating system outputs.

[fig.10] [fig.10] block block plan plan 1:2000 1:2000 average temp data: autumn - winter - spring - summer (L-R)

PROGRAMME and FORM [ ref. NPPF, 3.35; CS7] ‘Oasis Areas’ adjacent to shopping centres are endorsed to create more attractive matrix of the area, where various user groups can find places of rest away from the hustle and bustle. The kitchen pods are such oasis, with additional benefit of providing unique elevated and unobstructed prime vistas.

grade grade II: thegrade university notre damme grade II*: canada vehicularvehicular traffic direction gradeIIlisted: listed:the thenational nationalgaller gallery II: theofuniversity of notre damme grade house II*: canada house traffic direction

site

context

client profile

British Empire (and now Commonwealth of Nations) covers all times zones

Commonwealth’s history begins with the Empire- to where most values and members (albeit amended to an extent) can be traced [Appendix 4 & Appendix 5]. Present-day Commonwealth promotes egalitarianism, sustainability and of course its foundation- trade. The ‘Sun never sets over the Empire!’ slogan has somewhat lost its power over the centuries of radical change and metamorphosis from Empire into the Commonwealth of Nations. Commonwealth is a mysterious concept to most- in addition to lack of knowledge of its values and goals the society sees no benefit of belonging to the union, and is therefore disinterested. However, this world-wide Organization [fig.17] maintains its quest to reinvigorate its image. Propaganda has always been an important part of the promotion and sustaining the achievements [fig.4], and the Manifest House has been conceived as a tool for promoting the Nations’ values and maintaining its presence.

client structure

client structure ctd. the commonwealth of nations

commonwealth

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foundation

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commonwealth

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business council

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commonwealth association of

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museums

joint venture

the archetypal institute: formal and programmatic organisation

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promote culture and trade as unifying factors of the Nations

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re-establishing itself as an important, powerful organisation representing the Members’ interests while driving their growth and development

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Joint Venture funding strategy will benefit a number of various bodies in line with their mission statements, and will ensure long-term expert input from these organisations.

ca ri m N e

Commonwealth of Nations

Australia & Oceania

Firstly, its scope was considerably restricted to that of a purely educational facility, and leaning toward the reactive character expected of the visitors it would leave little room for adaptation or addressing changing society’s interests. ‘Commonwealth only’- themed screenings were undoubtedly informative, but apart from a small group of the subject’s hobbyists, regular audience would be sparse. Secondly, the fact the UK founded the construction would indicate potential bias of interests, or at the very least lack of stimulating variety of invested interests. The ‘new’ institute draws on its predecessor’s lessons and takes on more commercial approach, as opposed to purist educational activities of the original venue. This underlines key Commonwealth concerns with business and trade, and becoming a self-sufficient organisation. Presence of marketplace within the Manifest House aims at generating recurring visits of the public, for their daily needs. In light of plenitude of markets in London, uniqueness of the Manifest House is its concoction of world-wide produce and cultures- a vibrant, rich, intense, sometimes vulgar but never plain spectacle. The private kitchen pods offer a chance to complete the authentic experience of the Commonwealth by relishing the visual, the acoustic and the palatable aspects of the Nations. All this taking place amongst group exchange of all embodiments of heritage. In summary- the society will have the need and the desire to return to the House- a factor clearly absent from the old institutes’s agenda.

Additionally, the wealth of knowledge and verbal heritage can be exchanged between the traders and customers. Since, knowledge is better assimilated if it takes place at a subliminal level, the entire spectacle of market will be crowned by a more cultural aspect of heritage-sharing in form of written works and artefacts. These will be housed at first floor level, adjacent to intimate kitchens where chefs from each of the six member continents [ref.__] will be on hand to prepare purchased downstairs produce, and serve authentic dishes. As such, the Foundation is the prime force driving the

America S

“Trade is essential for developing countries to extinguish poverty [and] between pairs of Commonwealth countries it is up to 50 per cent more valuable that with other countries”. Beyond the fact that as a union of countries, the Commonwealth posses “shared values- a desire to be competitive on the world stage, an embracing of their inherent diversity and contrasts, [...] shared heritage and resulting interconnections”, each of the body’s has a specific focus. Commonwealth Foundation, is the leading entity of the project, whose vision is that of strengthening civil society by facilitating recognition of the value of “culture, literacy and freedom of expression as accelerators of national development, resilience an sustainability”. The Foundation, by supporting “diversity, innovation and tradition [...], improves dialogue and understanding

In response to these parameters, programme of the building incorporates trading opportunity, as bonding factor between various Commonwealth nationalities. After all, it is widely accepted that sharing food unites people.

the archetypal institute: conclusions

Study of each of the internal organizations’ mission statements revealed a selection of these bodies which are concerned with promoting the Commonwealth and its values. To reap benefits of their expertise and passion for cause a Joint Venture of Commonwealth Business Council, Commonwealth Association of Museums and Commonwealth Foundation will commission the project.

continue trade as the key corner stone

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to facilitate growth and exposure to re-gain prestige and desire ‘to belong’ amongst its people

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The hyperbolic parabolic copper roof crowning the brick and glass base, borrowed language from the founds surrounding the complex- Holland Park. The architects’ intention was to create interpretation ‘tent in the garden’- a sitespecific yet striking object.

A closer look into the Commonwealth’s structure, reveals a number of governing bodies responsible for particular affairs. Headquarters of these suborganizations spread across the globe, but London is home to decidedly the biggest portion [fig. 7 and Appendix 6]. Despite multiple outlets of the Organization’s bodies scattered across the capital, there is no place obviously associated with it. There is a clear and damaging lack of physical identity projecting and enhancing Commonwealth’s public image, reinforcement of its agenda. Client’s main economic and social drivers have been identified as:

among Commonwealth people [and] communities”. Promotion of cultural consideration recurs in all of the Foundation’s areas of work and programmes. It takes it upon itself to help civil society in shaping “regional, national and international economic policy on trade [as a] nexus between governments and civil society”. As such, the Foundation is the prime stakeholder, with priorities closely aligned to that of the New Institute (or Manifest House). Commonwealth Business Council promotes and facilitates investment and trade throughout the Commonwealth, as well as seeks to advance national and international economic governance. Due to its specialist knowledge, and activities it seems fitting to involve the Council in setting up the marketplace. It is understood that trade workshops would benefit traders in achieving maximum financial results. In spite of the Council’s main focus of corporate trade, its representatives would be encouraged to tailor their services to needs of the proposed prime small-scale business outlet, which aims at establishing itself as symbol of Commonwealth. Commonwealth Association of Museums focuses on “the role of cultural institutions in strengthening civil society”. Consequently, the Association plays a large part in forming the heritage aspect of the proposal and will play part of a consultant, in addition to its Client status. The very key to the schemes success is recognition of the Commonwealth “not just as an association of nations but as an association of peoples” which is the Association’s precise area of work.

client: structure, drivers and funding

The original Commonwealth Institute designed by RMJM was founded by the government of the united Kingdom, and constructed using materials contributed by various Commonwealth members. At its final existence stage, the Institute was devoted to education and holding exhibitions promoting the Nations and trade between them. This open to public venue also contained a library of the Commonwealth’s writings and occasional cultural events. Daily screening of Commonwealth news and interest films took place in the cinema. Operational founding laid with Foreign Commonwealth Office. Currently, this organisation’s priorities no longer align with the drivers behind the Manifest House, and on this basis the Office is not deemed as candidate to form part of the Joint Venture.

It could be argued the ‘old’ institutes’s decommission sprung from its programmatic, rather than formal, issues.

The architectural fabric, initially representative of respective members’ local resources, was a visual statement to contemporary style and technology. Nowadays, emergence of the international style means that concrete is widely used as material of choice due to technological progress and endless form possibilities. Being considered a ‘liquid stone’ further supports its choice as a sign of our times in architectural terms. Hence, the use of concrete to construct Commonwealth’s symbolic materialization, which is reflective of current era and the members. Another similarity between the institutes is their drive to create a landmark to the organisation. In the past century this took on a form of the complex roof. The new scheme proposes prefab hexagonal module as the characteristic feature forming the envelope. The hexagonal form was derived from the composition of the Nations and is to be a symbol of the union between communities inhabiting six different continents across the globe.

design drivers

design development

Initial concept of self-sufficient trading centre was discarded in favour of search for a more readily-recognisable strong form, which to become a symbol of the organisation, embracing its characteristics. ‘Dissection’ of the essence of the Commonwealth looked at DNA strand as a symbol of all essential features of the Commonwealth- the very essence of being. Mobius strip combined with completeness of a sphere achieve an ‘eternal; landmark’ quality of the arrangement essential for establishing presence of the Commonwealth within society’s conscience.

Absence of a single definite place of reference for this huge enterprise makes it difficult to identify it and this fractured image ought to be made coherent and clearly defined. This is where the Manifest House takes on a role of a landmark, a beacon of the Nations, maximising its physical exposure to the public and subsequently rooting the Commonwealth’s identity in society’s psyche.

The Commonwealth, devoid of its presence in the public conscience, becomes forgotten and insignificant even to its own citizens [based on conducted private interviews]. Therefore, the building aims at counteracting this by achieving a superb life span- striving to become an eternal landmark. The new Institute- Manifest House is conceived as an identity powerhouse- a gateway of the Commonwealth. It embraces its members’ “inherent diversity and contrasts, alongside a shared heritage and resulting interconnections”.

Other elements, such as mask and the Eye of Providence aimed at exploring the Empire’s omni-present control during it’s existence as naval power and employment of PR techniques concealing unflattering actions or facets. visitors are exposed to richness of the products’ variety through all their sensecolours, smells, textures and sounds create dynamic concoction effecting in a multi-sensory building

Part educational, part consumption- the building model is a hybrid of a market place (promoting the Nations’ inter-trade) and a library. Marketplace has been a centre of commerce for centuries, and is considered the best way to read any given society’s culture. Daily need of obtaining food secures a reason for regular ‘pilgrimage’, a need to return sustains an on-going propaganda. Library, fashioned like a private room with a mixture of artefacts and publication, becomes a showroom of the organization’s achievements and history. Market as a showcase of nation’s identity- an unwritten cultural heritage, combined with a library becomes a living monument of the members’ rich variety. In true Commonwealth spirit- all items held within the House are for sale- promoting continuity of its primary goal- trade. Contact with functions and other users of the House filter Commonwealth’s heritage into one’s conscience while going about daily business. The arrangement encourages interaction between the Nations’ citizens, the spectacle of trading and bonding over food is seen from peripheral kitchens where freshly sourced produce can be turned into a celebration of a multicultural society. The concoction of world-wide cultures accumulated in the Commonwealth’s capital is intense, colourful, emotional and tangible! It is to be experienced through all sense, firmly establishing itself in people’s memory. The organization is no longer an alien, detached idea- it becomes real and desired.

//dissecting symbolism of the essence of the Commonwelath//

Marrakesh souk as ambience and function precedent: vibrant, intense and stimulating experience- an informal heritage exchange fused with...

As exclusivity forms sense of ownership, the market will be accessible only to the member states’ citizens, creating an aura of mystery in the outside world, simultaneously enhancing special status of those allowed in. As identified in its predecessor’s study, the key factor of the original Institutes demise was passive promotion of the Commonwealth’s heritage. The user group was very restricted and there was alack of need for repeated visits to the venue. Contemporary society desires active partaking in buildings’ life and function, as well as stimulation of senses resulting in an exciting, memorable experience. This is crucial to any venue’s success in this consumerist reality. The project also incorporates an element of pilgrimage as aforementioned.

//symbolical character of the Commonwelath- exploring formss

DNA of the Commonwelath’s: ALL characteriscts contained in a of existence; the very essence of being.

...more formalised form of such interaction. //symbolical character of the Commonwelath- exploring formss// DNA of the Commonwelath’s: ALL characteriscts contained in a strand- core of existence; the very essence of being.

symbolism of mobius strip along with completeness of a spher ‘eternal landmark’ quality of the arrangement essential for presence of the Commonwelath within society’s conscience.

design development

programmatic precedents

ctd.

Following the symbolism, an idea of Masquerade Capsule emerged as cohesion of key values of the organisation: - propaganda/ spectacle tool- represented by circus tent - cultivation of heritage- represented by the best-known vernacular architecture language - egalitarianism- manifested as trade function Trade hall takes centre stag, surrounded by library aligned along the perimeter of the main space. Fusion of cultural heritage of the member states’ nations, both written and verbal is encouraged by close association of these forms. Gallery of artefacts and the back-of-house petrographic and graphic facilities promote the building’s function as press office disseminating Commonwealth’s propaganda. The tower houses offices of the Queen’s chambers, with an eyeto-eye view of Commonwealth’s perceived founder- admiral Horatio Nelson.

Old Smithfield Market and Butler’s Wharf provided formal and functional precedents for the project. Industrial architectural language seems fitting for the development highlighting its function as a machine generating identitythe building is ‘honest’ about its function and construction. Old warehouses’ walkways, pulleys and balconies provide vantage points and display elements contributing to creating of sense of spectacle taking place within the Manifest House.

Masquerade Capsule perspective view

Old Smithfield Market: perspective view of a hardworking, no-fuss yet beautiful structure

Masquerade Capsule plan

Butler’s Wharf is a prime example of a utilitarian building which is visually pleasant and fascinating

Basement:

First Floor:

Roofs:

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deliveries

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library/ gallery/ book shop

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Sedum blanket

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temporary waste storage (enclosed space)

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biomass composting room

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reading space overlooking the market

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PV panels to duble-storey pod

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plant room 1: biomass boiler, water harvesting system

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kitchen pods

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plant room 2: electrical plant

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toilets

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storage

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porter’s room

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admin office

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dry store

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admin kitchenette

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cold store

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deep freeze

context

programmatic conFiguration

Second Floor/ Mezzanine:

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gatehouse (not shown on section)

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double-storey kitchen pods’ private roof terraces/ BBQ

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trading floors: (R-L) pantry - fruit & veg - meat - fish

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admin office and reception

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Sedum blanket roof

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toilets

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vehicle lift

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temporary waste storage (open air)

COLD STORE

Ground Floor:

DEEP FREEZE ZONE

16 11

DRY STORE

10 1

:CLIENT:

Commonwealth of Nations JV :PROJECT:

Manifest House basement general arrangement plan :PROJECT º:

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context

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context

spatial conFiguration development

The first arrangement allowed for a large open space, however due to this very fact the effect was an atmosphere of a corporate space. At this stage it was proposed to allocate each member country a stall which was fixed in place and all of them were exactly the same. This resulted in a rigid arrangement, of which ordered character did not lend itself to the idea of a vibrant and organic bazaar, as is the case in such places as Marrakesh souks. 1st formal arrangement

ramp to undergr'd storage & parking temporary parking

office

toilets

Revised GA retained the open, flexible central core but removed fixed stalls allowing the traders to adopt the space without clear hierarchy. Particular produce groups are separated by arcades, which also serve as visual break addressing the previously identified problem of vast space reminiscent of bland contemporary supermarkets. The arcade form base and access route to balconies on mezzanine for from which to observe the activities taking places on market floor. Small cafĂŠs are located at mezzanine level.

trade floor: fruit & veg, dry

waste trade floor: fruit & veg, dry

trade floor: meat

trade floor: fish

Such organisation does not provide sufficient number of seating and food/ drink outlets for the visitors. Additionally, proposed trusses forming double-pitch roof posed potential risk of rendering the market as a warehouseunsuitable aesthetic floor the location of the site.

trade floor: fish

porter

lobby

MANIFEST HOUSE ground floor plan 1_100

revision of the first GA

early schematic perspective sketch of main trading area

context Further compartmentalisation of food consumption outlets allowed for more interesting vistas: through the arcades; over roofs and onto Trafalgar Square; upwards from ground floor due to open-air areas of the market floor; onto the market floor from kitchen pods. Such arrangement allows for variety of scales and uses within the complex, suitable for a range of activities and needs of the user group. Ground floor still boasts an significantly flexible, open-plan fostering future adaptation.

compartmented private eating areas, providing variety of interesting vistas

VEHICLE LIFT

FISHMONGERS ADMIN ENTRANCE

BUTCHERS

AIRES MATEUS & ASSOCIADOS House at Azeitao and SAUNDERS ARCHITECTURE Long Studio inspired the idea of kitchen pods and extensive visual link between the areas as well as the buildingâ&#x20AC;&#x2122;s surroundings. Studies of such arrangements above and left.

FRUIT & VEG

Revised kitchen pods option was needed in order to allocated a pod to each of continents representing a specific type of cuisine and all sorts of food preparation and consumption rituals.

PANTRY

GATEHOUSE

Each food-themed arcade features six kitchen pods- one for each continent.

N MANIFEST HOUSE ground floor plan 1_250

smaller but more populous kitchen pods allow for showcasing food-type (fish, fruit & veg etc.) cuisine of each of the Commonwealth continents

orientation

urban scale

The proposal seeks to complement the existing context by means of sympathetic contrast in terms of architectural style. The envelope derives its organization and form from the ideology and make up of the Commonwealth (unifying 6 continents -> hexagonal modules; concrete -> ‘liquid stone’ ensuring longevity of the structure in true Empire spirit [Empire will never fall!] as well as being characteristic of the current technology and techniques).

orientation

Volumetrically, the proposal will be subordinate to its nearest neighbour- listed National Gallery, but will nevertheless strive to establish itself as a Destination and a Landmark for the Client (Commonwealth). primary axis of the building is aligned so as to maximise its frontage overlooking Trafalgar Square and provide visual link from within the ‘extroverted’ pods onto the perceived father of the Commonwealth- statue of Nelson.

roofline of the pods is pitched at 30deg to maximise sunlight reaching PV panels, offsetting energy consumption of the structure (especially required for water circulation around the various facilities [hoses, WC, kitchens, drainage])

context

urban scale &

building construction

structural concept structure & fabric construction methodology & fabrication maintenance external factors external consultants costs

Eureka Pavilion by Nex Architects: skeletal structural members are left exposed, producing lightweight, capturing structure. The element of interest and permeable envelope in Manifest House was used to attract attention and facilitate natural ventilation ad well as to create a human-scale effect of the building.

construction

structural concept

Gabion wall permits natural ventilation and light without compromising security- the goods cannot be stolen when stacked along perimeter walls. Semi-opaque structure addresses the objective of reducing need for thermal and air control to ground floor whilst ensuring level of control along the envelope’s perimeter. Visual permeability answers concerns of monolithic structure’s intimidating impact on humans [ref. NPPF]. Ultimately, this skeleton construction serves as both, structural and facade MRJ RUNDELL + ASSOCIATES treatment elements, so different to the surrounding structures. The resulting PRESS RELEASE contrast ensures recognition and defined character of the building- the key factors in achieving the landmark status. We are pleased to announce that we will be presenting some of our recent work at the

Where more controlled internal conditions are required, module’s typology shiftsexhibition, during the 2011 International Milan Furniture Fair. Wallpaper* Handmade from open to completely solid, providing weathertight environment (such is need in the first and second floor areas). A series of modular masonry elements, made of pre-cast white concrete with inset glass blocks, has been designed to create large screen walls on the external façades of a private villa in the Côte d’Azur. Inspired by the ceilings of the Dolmabahce Palace in Istanbul, the hexagonal apertures are tapered to modulate and diffuse the strong sunlight as it illuminates the interior spaces. This delicate, lace-like, honeycomb structure will animate the internal spaces with shifting plays of light and shadow. The product was developed in close collaboration with Sarl Rouvière, a company specialising in fine pre-cast concrete elements. Their dedication to craftsmanship has been an essential contribution to the creation of this unique façade system.

Our work will be shown alongside the creations of over 70 artists, designers, and architects, from 13th to 17th of April 2011 at: Brioni Palazzo Via Gesu 2A 20121 Milan Opening times: 10:00-19:00 For more information please contact us at: office@rundellassociates.com

Gabion wall in Domius Winery, Napa Valley, CA by Herzog & de Meuron, ensures security of the interior while allowing natural environmental control and daylight ingress.

Pre-cast concrete modules proposed as keyMRJfeature of LTD RUNDELL + ASSOCIATES Manifest House; here as fabricated for Rundell Associates Architecture & Design Services

construction

+ 12.7 ridge

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SEKANT PILES (D900MM)FORMING WATER-PROOF RETAINING WALLS: PREDOMINANTLY CLAD AND GLAZED TYPE + 4.17

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Manifest House ground floor structural plan

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TIMBER FRAME, PLYWOOD AND REINFORCED CONCRETE PODS, CLAD IN CORTEN STEEL. CORTEN STEEL CHOSEN DUE TO ITS ATTRACTIVE AGEING PROCESS AND EQUALLY GOOD PERFORMANCE ON VERTICAL AND HORIZONTAL SURFACES AS WELL AS ITS ROBUSTNESS.

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Fabric and structure

maintenance, external Factors external consultants, costs

construction

methodology & Fabrication

Rundell Associates modules in fabrication. Similar approach will be taken in fabrication of the various typology modules.

Structural precedent: Eureka pavilion by NEX architects. In Manifest House, load-bearing walls composed of modules are strengthened laterally by concealed columns and beams allowing for loads’ transfer to the ground. maintenance fabric and structure

Key drivers for selection of materials were: low- maintenance envelope which will withstand extensive use (hence concrete and gabion wall) and which will be robust (hence ‘liquid’ stone in form of concrete). Additionally, the fabric materials were to be reflective of contemporary technologies and trends to be time- specific. Cladding to kitchen pods had to perform equally well in its vertical and horizontal application. Since corten steel acquires attractive patina with time and meets the aforementioned performance it was included in the scheme. Additionally, its industrial heritage furthers reasoning for choosing this finish.

construction methodology and fabrication

At 800x800x300 concrete modules proposed to construct envelope of the buildings prove too heavy for man-handling and not large enough for employing a crane. It is proposed that where there is scope, it is proposed that a group of modules of the same typology is cast and pre-assembled into larger panels in factory. These larger-scale elements would be limited in size to capacities of lorries (depending on which delivery route meets with LPA’s approval). Once on site these would be lifted into place by crane. Where smaller units are required, these would be installed individually with help of pulleys.

All floor slabs and roof are to be cast in-situ. First floor slab uses the same language as wall modules: formwork will be constructed so as to create hexagonal coffers holding services and lighting. To minimise maintenance and ensure robustness, floors will have polished concrete finish. Columns concealed within depth of walls will be constructed off-site and delivered in approximately 3.5 meter-lengths. Alternatively, modules used to create the columns could be assembled on site using additional type of module with hollow centre to allow for steel post insertion, stabilising them. To blend-in with the surroundings. wall modules are to be of white colour. This would be achieved by using colour additives to the cement mix and using nonabsorbent formwork. Corners will receive chamfered finish to prevent chipping and will be created by inserting timber strips into the corners of formwork. As high quality is of foremost importance to the project, high quality mould will be required for fabrication of the modules. Due to sheer volume of these elements required, it is believed steel formwork would be most appropriate. It would be specified that the steel receives appropriate coat finish to prevent it from staining the hexagons. during curing time. I terms of formwork for in-situ elements, undercut lap and butting of panels seems appropriate to allow for re-use and easy striking. The latter requires some post-production grinding but the resulting joint lines could as well be left exposed as expression of the form.

Method statement will be prepared in consultation with CDM co-ordinator, contractor and the services supplier for jet-washing of modules and maintenance of moss wall and Sedum roof. The areas requiring the most attention will be the living green wall and roof. However, these will be specified with use of low- maintenance species.

external factors

Sufficient time should be allowed for securing Temporary Traffic Order, in order to execute temporary road closures, use of cranes, platforms and pumping concrete. Since a TTO “covers full road closures, banned turning and making a road one way” in case of application for crane operation, road closure will automatically form part of the order. Approximately 8 weeks should be allowed for in the project programme for securing TTO. [ref. Westminster Council website: ‘Temporary road closures, cranes and platforms and concrete pumping’]

- environmental engineer to minimize energy consumption and provide optimum heating and ventilation levels to kitchen pods and storage area - piling specialist (in order to ensure maximum security for this sensitive site)method statement required - structural consultant - independent building control inspector to ensure swift delivery - statutory authorities

costs

The following costs should be taken into consideration when specifying project budget: - professional fees of architect and all involved consultants

external consultants

Input of the following specialist trades will be sought at various project stages: - pre-cast concrete modules and glazing specialist for integration expertise of the two

- statutory fees such as planning application fee, TTO order - construction: enabling works; excavation; construction - LPA may also impose additional fees related to the proposal’s character and scale these are discussed in Legislation chapter.

building performance

performance strategy overview thermal comfort & energy strategy daylight & sunlight strategy water conservation strategy acoustic & sensory strategy impact on traffic & adjoining structures fire containment & means escape

SUSTAINABILITY

NPPF,2.55 and 2.56- Westminster’s Strategic Objectives: “To sensitively upgrade Westminster’s building stock to secure sustainable and inclusive exemplary design which minimises energy and resource consumption and the production of waste, reduces the impacts of local environmental pollution amendments both today’s needs and those of the future, including the effects of changing climate; creating attractive places that function well whilst ensuring that the historic character and integrity of Westminster’s built fabric and places is protected and enhanced”.Sustainable credentials extend to the buildings fabric and formal arrangement. Ground floor is largely open-plan allowing for future use changes, while concrete was chosen as the main construction material because of its longevity and robustness- providing for extended life-time of the complex, without extensive maintenance work required. There is also scope for amending kitchen pods’ design so as to facilitate their removal, in which case these elements would be manufactured as pre-fabricated modules slot into/ out of place by crane.

HERITAGE NPPF, Part II, 2.25: This historic environment is a national and international treasure, and intrinsic to Westminster and London as a whole. It must be the starting point for consideration of all proposals for change, so as to ensure that it is continually enhanced over the course of this plan and for generations to come.” Complementing the City’s Plan, the proposal’s core driving force is promotion of Commonwealth’s heritage and culture. Ultimately Westminster is an integral part of it, as location of the argued beginnings of the Union: commemoration of Nelson and his battles, which as mentioned before in the report, as treated as corner stones of the Commonwealth of Nations. [CS24 Heritage; CS26 Buildings and Uses of International and National Importance]

BUILDING FABRIC PERFORMANCE

BUILDING FABRIC CONTROL

As the project strives to reflect Commonwealth’s considerate and respectful approach to sustainability, concrete was chosen as the key fabric for its performance in terms of thermal mass. Moreover, it is robust and hardwearing- suitably for the project’s programme of high-level public traffic use. Pre-cast gabion modules use rocks sourced on-site during constructor. Similarly, steel only FSC-certified timber feature in the project thanks to their long life spans and possibility of being recycled.

INTERNAL ENVIRONMENT: The scheme is designed so as to benefit from natural ventilation and light. Artificially generated environmental control is limited to areas which would not function without this provision galleries (to provide comfort for the users). office, plant rooms (to ensure sufficient ventilations rates) and storage areas. Division of the structure promotes daylight ingress and ventilation flow. It does however, mean that substantial insulation has to applied to enclose those spaces, counteracting thermal losses. Additionally library and kitchen pods will be heated and naturally ventilated. All other areas are to reflect external conditions- allowing ventilation to market floor. Openness to elements serves as a tool to intensify experience of the establishment.

Other ways of environment protection implemented are: - rain water harvesting - green roof and moss wall insulation and biodiversity boost - PV panels to offset grid energy consumption Strategically located night-time lighting maximises visual impact. As part of conscious effort made to minimize light pollution lighting consultant’s services are highly valued in addressing the issue. It is crucial to strike balance between attractively illuminating the House, to highlight its most valued aspects of permeability and definitive character, while providing sufficient light levels discouraging misuse of the pathways surrounding the development.

EXTERNAL ENVIRONMENT: located in Northern European climate the envelope must deal with changing external conditions varying from occasional hot, but short summers, considerably heavy rainfall and moderate winters, which are however, increasingly colder and longer. Consequently, where thermal control was specified as required within the complex, sufficient insulation must be provided, with few of continuing superb performance in future. All future-proofing methods applicable and appropriate will be implemented on advise of the Environmental Consultant.

performance

perFormance strategy overview

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performance

thermal comFort & energy strategy

THERMAL COMFORT & ENERGY (NPPF, Part II, 2.15 and 2.18) Since 1950’s Westminster leads way in developing European District Heating Networks, which reduce pressure on the national energy supply grid. The scheme is a direct response to the high carbon emissions resulting from energy consumption within the Borough issue which was highlighted in London Plan. Manifest House actively supports this approach by incorporating on-site energy generator in form of biomass boiler. It is proposed that the systems utilizes its location amongst hundreds of food outlets, of which waste will power the House’s heating system. Locality of the supply addresses need to minimise embodied energy of the system associated with logistics’ footprint, addressing policy CS30 Air Quality. The CS30 policy will guide final decision on implementation of the biomass solution, after assessment of potential fumes has been completed by the Environmental Consultant. Policy CS43 Sustainable Waste Management highlights problem of lack of industrial land “delivering against waste appointment set out in the London Plan”. As discussed above, the proposal is sensitive of this problem and incorporates council-supported solution within its fabric on the Authority-encouraged microscale. Should introduction of on-site biomass boiler prove non-executable, existing Combined Heat and Power plant is in operation at Whitehall. Currently the

system serves only governmental offices, but there is scope for future network growth, which would provide for the needs of Manifest House. [ref. NPPF, 5.64; CS38] Additionally, national infrastructures are supplemented by on-site water recycling and energy production facilities as well as areas for biodiversity: water harvesting, solar Photovoltaic panels and living green surfaces- moss wall and Sedum blanket to roofs [ref. NPPF, 2.53; NPPF 5.15; CS27]. Manifest House is not significantly overshadowed by surrounding structures, allowing cultivation of Sedum roof. Beyond environmental benefits as natural habitat and significant improvement of balancing thermal loss at first floor level, it is an aesthetic advantage- appreciated by users of neighbouring buildings. Hemp insulation in modules enclosing areas of controlled thermal comfort, furthers use of renewable sources forming the structure. Definitive split of the building’s parts means that although volumetrically speaking, environmentally controlled areas are in minority future proofing must be implemented to avoid unnecessary upgrades bound to be required soon and on a regular basis as effect of changing nation-wide policies. Additionally, it is more cost effective to make provisions for upgrades and off-grid operation at initial construction, rather than to undertake retro-fitting.

LIGHT effectininthe thepassage passagebeing beingunattractive unattractiveand andseen seenas ashostile. hostile.Minimal Minimallevels levelsofof LIGHT effect Northernend endofofthe thestructure structureisisdesignated designatedfor forsale saleofofperishable perishableproduce, produce,such such fenestration fenestrationyield yieldpositive positiveresults resultsinindiscouraging discouraginganti-social anti-socialbehaviour. behaviour. Northern asmeat meatand andfish fishas aslowest lowestdaylight daylightlevels levelsreach reachthis thisarea areaand andadvantage advantagecould could as betaken takentotoeradicate eradicateneed needfor formechanical mechanicalcooling coolingsystem. system.AtAtground groundlevel levelaside aside Double-storey Double-storeykitchen kitchenpods podsare aredesigned designedwith withopening openingininSouth-West South-Westand and be fromthe thebazaar, bazaar,facilities facilitieswhere whereincreased increasedtemperatures temperaturesas asaaresult resultofofsolar solar South-Eastdirection directiontototake takeadvantage advantageofoflight lightextensive extensivedaylight daylightand andviews. views. from South-East exposureare aredetrimental detrimentalare arelocated locatedininthe thenorth-east north-eastcorner cornerofofthe theplot plot(refuse (refuse Programmatic Programmaticarrangement arrangementofofproduce produceaddresses addressesshifting shiftinglight lightangle angleand anddepth depth exposure storage,bike bikestore, store,restrooms). restrooms).No Nofenestration fenestrationatatground groundlevel levelisispresent presentalong along ofofpenetration penetrationby bylocating locatingleast leastperishable perishableproduce produceatatthe thewell-lit, well-lit,elevated elevatedend endofof storage, eastboundary, boundary,however howeverliving livinggreen greenwall wallserves servestotomake makeit itaesthetically aestheticallypleasing. pleasing. facility. facility. east Installationofofsolar solarpanels panelsaddresses addresseschanging changingweather weatherpatterns patternsand andoperational operational Installation requirementsofofthe thebuilding: building: Eastfacade facadefenestration fenestrationwas wasavoided avoidedbelow belowupper upperground groundfloor floorlevel leveland andisis East requirements restrictedtotoapertures aperturesserving servingas aspart partofofnatural naturalventilationventilation-not notas assource sourceofof maximisingoff-set off-setofofhigh highenergy energyconsumption, consumption,which whichisisrequired requiredtotocontrol control restricted - -maximising daylight.Opening Openinghave havenot notbeen beenentirely entirelyavoided avoidedon onthe thepremise premiseofofpotential potential storageareas’ areas’environmental environmentaland andpower powerbiomass bio=mass system. This is done use daylight. storage system. This is done byby use of creationofofurban urban‘dead ‘deadspace’ space’between betweenthe thetwo twostructures, structures,which whichininturn turncould could PV of panels PV panels to South-facing kitchen roofs, pitched at0. 300. creation to South-facing kitchen podpod roofs, pitched at 30

acoustic & sensory strategy

performance

water conservation strategy

WATER

ACOUSTICS

SMELLS

Rainwater harvesting systems harbours high-level rainfall recorded in the UK (although this is changing rapidly). Collecting run-off water is recirculated in hose-cleaning of market floor and Sedum blanket maintenance during dry seasons (N.B. specification will stipulate that it is to require minimum maintenance and is appropriate for withstanding long dry spells). Grey water generated on premisses also forms part of recycle programme. .

Low density of residential units within the area, coupled with existing heightened noise pollution create conditions where introduction f a busy public venue will not cause disturbance, or pose health risk. Having said that,exact calculations of human- and equipment generated noise and vibration levels will be investigated by Environmental Consultant. The findings will form part of Planning Application, to demonstrate to LPA that precautions are going to be put in place, if necessary, to negate identified areas of concern, such as operational noise of underground storage ventilation system. This is to satisfy legislation dealing with noise pollution in Trafalgar Square Conservation Area, which is a clear requirement in Westminster’s UDP. Policy CS31 requires new developments to contain noise and vibration, as there is an existing problem relating to this within the Borough. However, the proposal makes no attempt at meeting this requirement directly, because of the programmatic narrative of the Manifest House. The core idea of it is to promote and disseminate Common Wealth of the member countries and make a statement by the building’s presence. The activities taking place on the ground level will no doubt generate heightened noise levels, however, this is seen as expected and designed experience contributing to the multi-sensory nature of this new landmark. An idea of establishing the market on a 24-hour basis, reflecting the Nation’s spread across all time zones, may have to be amended to care for comfort of local residents. Expected noise levels are to be investigated by Environmental Consultant in order to make final decision in respect of the building’s operating hours- or at least of the bazaar [ref. NPPF, 5.36].

Proposed incorporation of biomass boiler, as part of heating strategy, poses risk of air pollution with unpleasant smell during burning of biomass. Increased traffic as a direct effect of good;s deliveries is noted. However, at this stage, it is not possible to mitigate this as restricted parking and volumetric capabilities mean large lorries cannot be used as mode of bulk transport. Relevant findings in feasibility study will be revised in light of the LPA’s strategy tackling smell pollution. Extensive planted surfaces (roof, lawns. living wall) aid improvement of air quality to a limited extent. Should pollution levels prove to be excessive it would be proposed to replace biomass boiler with a closed- circuit mechanical system It is also clear that fumes generated by the boiler must be diverted away from nearby façades especially that of the gallery (avoiding damage to existing structures, such as discolouration).

impact on traFFic

Fire containment & means oF escape

performance

& adjoining structures

TRAFFIC & ACCESS IMPACT Access for vehicular deliveries provided at the NW facade poses serious issue in terms of creating traffic jam along the back roads during market deliveries hours. As the market has a character of a bazaar with individual traders arriving at similar times, and proposed vehicle lift’s capacity of 1 vehicle / 1 minute it is recognised that this activity will generate ‘ bottle neck’ effect along Orange St and St Martin’s St. A way of mitigating this would be to apply for permanent closure of St Martin’s St to traffic so that it no longer serves as a thoroughfare. However, it is unlikely that LB of Westminster will deem this proposal as viable. Consequently, major revision of the general arrangement of the House took place. The alternative organisational concept involves raising the superstructure by one storey and creation of an arcade to form delivery/ drop off area, doubling as waiting area for the vehicles requiring access to the basement storage facility. This solution relieves pressure from the existing infrastructure considerably by diverting the waiting vehicle onto the market’s footprint. Additional, such intervention removes constraints of deliveries through the North approach by using South approach as additional access.

IMPACT ON ADJACENT STRUCTURES The proposal does not cause direct impact on the adjacent structures. The proposal is offset from the nearest structure (National Gallery) by approx. 5m. Potential impact during excavation and piling will be assessed at design stage. All other boundaries of the existing site will be maintained. In terms of non-physical impact, potential crime possibilities have be designedout by use of fenestration, moss wall and lighting. Scaffolding along SW elevation of the Gallery poses potential security breach. Prevention of trespassing and implementation of security measures must form part of the Contractor’s Method Statement. To quote Westminster Council’s document: “effect of crime prevention measures on properties adjacent to development sites. A fortress approach is discouraged as it tends to be unattractive and can result in an oppressive environment for both residents and passing pedestrians.” - Hoardings during construction could be seen as such fortress. As much as it is not possible to remove them, all effort will be taken to minimise their impact on the surrounding. Metropolitan Police Crime Prevention Design Adviser would be listed as a consultant during design stage to review the proposal in time to address any areas of concerns. Additionally, the Adviser’s opinion would be sought upon appointment of the Contractor in order to review their Method Statement regarding security measures taken in relation to scaffolding and hoardings, which may inadvertently increase risk of anti-social actions around and on site.

FIRE At basement level a number of strategically located smoke detectors and fire extinguishers will be provided. Provision for fire curtain will be explored in consultation with Building Control Inspector. In addition to two vehicle lifts there are 2 passenger lifts reaching basement level and stairs leading to ground floor. Their location provides for means of escape from this lower level. At ground floor, open character of the structure ensures anticipated volume of visitors (approximately 6000 based on internal floor area) will be able to safely and quickly evacuate via lifts, ramp and stairs. As at basement level, fire extinguishers and smoke detectors will be installed throughout. At first floor level, each wing feature at least three lifts and kitchen pods provide bridge level access link between wings- providing for both abled and disabled visitors. Provision of stairs must be included n scheme as alternative to mechanically-operated means of escape which may fail in event of fire. At second/ mezzanine floor, there is scope for improvement as currently there is only one staircase leading to this level from each of the pods However, in case of fire balustrade separating each BBQ area could be treated as mean of escape through neighbour pod’s staircases. This scenario is not appropriate for the disabled and alternative solution must be sought.

INCLUSIVE DESIGN Each section of 1st floor accessible via lift or a bridge (from a section accessed by lift). Roof tops currently not accessible by means other than spiral staircase. In line with regulations of Part M, wheelchair users can move freely across all levels, save for mezzanine where there is no lift provision. Stepped character of the bazaar includes for lifts between each level allowing easy transfer. However, there is currently only one escape route out of the complex via ramp- all others are via set of stairs. Bearing this in mind, material selection of the structure’s components is such as to prevent fire spread- concrete steel and glass are non-combustible. This way local fires due to electrical faults etc. can be easily contained and put out. At first floor level, abundance of joinery poses high level of risk for quick fire spread. To address this, smoke detectors and sprinkler system will be installed.

building delivery

team structure & procurement riba work stages funding fee structure & architectâ&#x20AC;&#x2122;s role risk assessment health & safety property law planning application strategy site access

team structure & procurement

westminster planning authority english heritage

architect

met. police crime prevention design advisor

excavation & enabling works sub-contractor

geologist

piling sub-contractor

structural engineer

general construction sub-contractor pre-fab concrete modules manufacturer

environmental consultant

cdm

site inspector

contract for services

quantity surveyor

contract for services

design team

building contract

principal contractor

facade engineer piling specialist IBC inspector

collateral agreement

clientnominated:

structural glazing manufacturer structural glazing manufacturer pre-fab concrete modules manufacturer

lighting specialist landscaping specialist fit out: bespoke metal display cage system fit out: vertical circulation fit out: joinery fit out: cold storage systems

collateral agreement

commonwealth joint venture

m&e engineer

independent building control inspector architect

consultants

quantity surveyor

sub-contractors

m&e [inc. waste disposal, water harvesting, PVs]

suppliers: security

Ambition of creating a landmark structure formalized set of objectives which determined make up of the design team and its relationship with the client. Joint Venture has negotiated opening up of the Commonwealth’s coffers, enabling the project to stand as a testament to its longevity and status. Focusing on securing future good fortunes for its founders, construction of the House has the luxury of being free from tight deadlines. Rather the attention shifted to creating robust, yet enticing venue. Albeit a wealthy one, the client is a public body. As such it requires certainty over the scheme’s total cost, prior to securing funds. Initial briefing by the client made it definitive that with absence of time constraints, quality and cost control are basis for delivery route of the undertaking. Consequently, upon our interpretation of required outcomes, client accepted pursues Traditional JCT procurement. Overall lengthen completion time, as consequence of separated design and construction stages, is not of concern to the project’s goals. In return, drawing packages and Quantity Bills are on hand at tender stage, facilitating competitive and comparative outcomes. To ensure success of the project, two-stage tender is employed promoting crossdisciplinary integration, co-ordination and full evaluation of the development at an early stage. Contractual relationships adopt conventional format, where the client directly appoints Construction, Design and Management Co-ordinator as its independent Contract Administrator. CDM advises the client on further contract letting at pre-design stage. Design Team, led by the architect as Head of Design, is accompanied by Geological Surveyor and Quantity Surveyor. The latter plays key

role in preparing Contract Bills in order for the client to approve Contract Sumcrucial element to letting Lump Sum contract with Quantities. Although the architect is employed in leadership capacity, each of the consultants is engaged by the client via Pre-Construction Services Agreement (Specialist) (PCSA/SP), while contractor enters Pre-Construction Services Agreement (PCSA). This exercise enables accurate development of detail design, draughting of main contract work and specialist tender documentation. Extending design time minimizes risk of delays, discrepancy between design and construction phases and abortive works, whilst offering benefit of cost plan, buildability and specialist procurement appraisals. Sensitive nature of the site within conservation areas AND bordering with grade listed buildings, suggest it prudent to maintain a degree of continuity between design and construction stages. Main Contractor’s input in both, forms foundation of this mechanism, augmented by introduction of piling specialist on a consultancy and Named Sub-Contractor basis. This decision was made in light of high risk character of this portion of work- it is imperative the invaluable urban fabric is protected from damage. All parties involved must carry substantial Professional Indemnity insurances and be registered with Considerate Constructors Scheme where necessary. This is in anticipation for minimizing disruptions to the area during build works and client’s way of extending its dedication to sustainability and best practice causes. Contractual tree, to the left, outlines mutual links and required expertise within the team.

delivery

neighbours contract for services

in-situ concrete specialist sub-contractor

urement

e Task Bar

Business Case Brief and other amme uirements.

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Identify client's Business Case and Strategic Brief and other core project requirements.

www.ribaplanofwork.com

Reasoning for initiating the project originated within Commonwealth of Consultants draught first-cut project programme which is subject to Nations, by means of internally-handled Business Case. The document ongoing reviews reflecting growing project expertise available. Client is simultaneously serves as strategic brief. CDM is brought on board to assist made aware of their responsibilities to ensure Health & Safety compliance the client with selection of an architect and further team delegation. Skill, under CDM regulations and their fundamental role in decision and performance history, rapport, technical competence and commitment to approval making within agreed time scales. Additionally, payment structure the cause are initial consideration for team assembly and form basis for for services provided by all parties is agreed and contracts signed. Develop Project Objectives, Prepare Technical Design in Prepare Developed Design, Offsite manufacturing and onsite Prepare Concept Design, Handover of building and Undertake In Use services in This Project version of process the and RIBAincluding Plan of Work 2013 hasprofessional been prepared by Joint Venture for useaccordance on its project Manifest includingvetting Quality Objectives with Design including coordinatedparties and Construction in accordance with conclusion of Building Contract. accordance with Schedule of outline proposals for led by already involved in the project. House. It has been prepared on the basis of a Traditional Contract procurement route. www.ribaplanofwork.com Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints and develop Initial Project Brief. Undertake Feasibility Studies and review of Site Information.

structural design, building services systems, outline specifications and preliminary Cost Information along with relevant Project Strategies in accordance with Design Programme. Agree alterations to brief and issue Final Project Brief.

updated proposals for structural design, building services systems, outline specifications, Cost Information and Project Strategies in accordance with Design Programme.

Responsibility Matrix and Project Strategies to include all architectural, structural and building services information, specialist subcontractor design and specifications, in accordance with Design Programme.

Construction Programme and resolution of Design Queries from site as they arise.

Services.

Availability of substantial funding and client’s drive to the project allows is known it will be driven by design decisions. Project parameters guide fast- tracking feasibility study and Risk Assessment. Its completion is designated procurement route- contractual tree and project role tables are toTable satisfy formal operational requirements the organization. collated by appointed consultants. Alongside formation and initial briefing Design Teamof Stage 4 output Administration of Building Conclude administration of and Initial considerations for Prepare only Project Roles Contractual Tree and continue issued for tender. Tenders Contract, including regular site Building Contract. assembling the project team. assembling the project team. assessedphysical and Building Contract inspections and review of The analysis spells out benefit of establishing presence of of design team, administrative strategies are prepared. Implementation awarded. Specialist contractor progress. Stage 4 information reviewed post the Commonwealth and mostly planning-related constraints of the of mechanism and procedures for accurate and effective flow of award. plot’s location. Pre-application planning consultation provides basis for project information lay with CDM and Architect, assisted by in-house IT Develop Project Objectives, Prepare Technical Design in Prepare Developed Design, Offsite manufacturing and onsite Prepare Concept Design, Handover of building and Undertake In Use services in Review Project Review Programme. Review Project Specialist subcontractor design workconclusion undertaken parallel with Stage accordance with Schedule Establish Quality Project Objectives Programme. and including including accordance with Programme. Design establishes including coordinated and Construction in accordance with outline Programme. proposals for ofinBuilding Contract. of development ofProject principal briefing and ever so important department. These encompass Schedule of Services, Design Responsibility 5 in accordance with Designand and Construction Programmes. Project Outcomes, Responsibility Matrix and updated proposals for structural Construction Programme structural design, building Services. design, building services systems, Sustainability Aspirations, ProjectProject Strategies to include all resolution of Design Queries servicesrapport systems, outline with a friendly officer. objectives identified at Stage 0 feed Matrix, Information Exchanges, Project Execution Plan, Communication outline specifications, Cost Project Budget, other architectural, structural and from site as they arise. specifications and preliminary Information and Project parameters or constraints and information, Cost Information along with Pre-application discussions. Pre-application discussions. Pre-application discussions. Planningservices application made at end Planning conditions reviewed defining achieving highbuilding quality and aspirations- in line Strategies and Common Standards. As part of resource allocation office Strategies in accordance with develop Initial Project Brief. specialist subcontractor design sustainability relevant into Project Strategies in of stage using Stage 3 output. following granting of consent and, Design Programme. Undertake Feasibility Studies and specifications, in accordance where possible, concluded prior to accordance with Design and review of Site Information. with Designstatement. Programme. Programme. AgreeCommonwealth’s alterations to with mission Project Budget cannot be fixed expertise evaluation carried out to ensure appropriate Project Architect can starting on site. brief and issue Final Project This Project version of the RIBABrief. Plan ofat Work 2013 has been prepared by Joint Venture for use on itsof project Manifest this stage due to character the scheme’s intended outcomes, but it be Prepare Handover Strategy and Prepare Sustainability Strategy, Review Feedback from previous Review and update Review and update Review and update Carry out activities listed inappointed. Conclude activities listed in House. It has been prepared on the basis of a Traditional Contract procurement route. www.ribaplanofwork.com projects. Project Roles Table and Risk Assessments. Prepare Contractual Tree and continue Agree Schedule of Services, assembling the project team. Design Responsibility Matrix and Information Exchanges and prepare Project Execution Plan including Technology and Communication Strategies and consideration of Common Standards to be used. Review Project Programme. Review Project Programme.

Maintenance and Operational Strategy and review Handover Strategy and Risk Assessments .

Sustainability Strategy, Design Team Stage 4 output Maintenance andTenders Operational issued for tender. and Handover Strategies and assessed and Building Contract Risk Assessments. awarded. Specialist contractor Stage 4 information reviewed post Undertake third party Undertake third party award. consultations as required and any consultations as required and Research and Development conclude Research and aspects. Development aspects.

Sustainability,ofMaintenance Administration Building and Operational and Handover Contract, including regular site Strategies and inspections and Risk review of Assessments. progress.

Sustainability Strategy of and Conclude administration implementContract. Handover Strategy, Building including agreement of information required for commissioning, training, handover, asset management, future monitoring and maintenance and ongoing compilation of 'As Constructed' Information.

Handover Strategy including Feedback for use during the future life of the building or on future projects.

Handover Strategy including Post-occupancy Evaluation, review of Project Performance, Project Outcomes and Research and Development aspects.

social impact of the facility). Extensive research , including third party Organizational and spatial studies commence design process. Updating of Projectand Prepare andconcept submit Building Information Regulations submission and any as required. other third party submissions of the project Updating of Project Information, consultation begins prior to Final project Concept issue. Required expert consultants are welcomed on board as required, in response to requiring consent.. ongoing client Feedback until the Review Projectmeet Programme.brief’s Specialistoutputssubcontractor design work undertaken in parallel with Stage ct Programme. to offset risks and volumetric, structural and end of the building’s life. Review and update Project Review and update Project Review and update Project 5 in accordance with Design and Construction Programmes. Execution Plan. Plan, including Execution Plan. Update Construction Strategy sustainability arrangement Execution areControl explored. Change Procedures. Architect-led design and Healthteam and Safety Consider Construction Strategy, Review Construction Strategy, Strategies. discussions. Pre-application discussions. Pre-application discussions. Planning application made atand end Planning conditions reviewed including offsite fabrication, Review and update Construction including sequencing, and update prepares outline specifications paving way for preliminary costing and of stage using Stage 3 output. following granting of consent and, develop Health and Safety and Health and Safety Health and Safety Strategy. where possible, concluded prior to Strategies. ersion of the RIBA Plan of Work 2013 has been prepared project-wide by Joint Venture for useStrategy. onstrategies its project Manifest (with special focus on environmental performance starting on site. been prepared on the basis of a Traditional Contract procurement route. www.ribaplanofwork.com

t Objectives,

Prepare Technical Design in Offsite manufacturing and onsite Sustainability Checkpoint -2 Sustainability Checkpoint accordance with Design Construction in accordance- 3 with Review and update Review and update ResponsibilityStrategy, Matrix and Construction Programme and Sustainability Sustainability, Maintenance Project Strategies to include all resolution of Design Maintenance and Operational and Operational andQueries Handover , other architectural, andand from site asand theyRisk arise. and Handoverstructural Strategies Strategies onstraints and building services information, Concept Design including outline Assessments. Developed Design, including the Risk Assessments. mation Project Brief. specialist and subcontractor design structural building services coordinated architectural, sibility and specifications, in accordance Prepare design, associated Project structuraland andsubmit building services Undertake third party Building angesStudies ite Information. with Designpreliminary Programme. Strategies, design and updated Cost consultations as requiredCost and Regulations submission and any e completion) Information and Final Information. conclude Research andProject other third party submissions Development aspects. requiring consent.. Required. Required. Design Team StageProject 4 output Administration of Building tovernment Roles Table and Review and update Review and update Project ee and continue issued for tender. Tenders Contract, including regular site Execution Plan, including Execution Plan. mation project team. assessedControl and Building Contract inspections and review of Change Procedures. awarded. Specialist contractor progress. anges Consider Construction Strategy, Review Construction Strategy, Stage 4 information reviewed post including offsite fabrication, and Review and update Construction including sequencing, and update award. develop Health and Safety and Health and Safety Health and Safety Strategy. Prepare Technical Design in Prepare Developed Design, Offsite manufacturing and onsite pt Design, Handover of building and Strategy. Strategies. accordance with Design including coordinated and Construction in accordance with conclusion of Building Contract. proposals for Responsibility Matrix and updated proposals for structural Construction Programme and n, building 2013 has been by Joint Venture on its Strategies project Manifest design, services systems, to include resolution Design Queries s, outline Checkpoint - 0 prepared Sustainability Checkpoint - for 1 useProject Sustainability - 2all Sustainability Checkpoint - 3 workSustainability 4 Programme. Review building Project Programme. Review ProjectCheckpoint Programme. Specialist of subcontractor design undertaken in Checkpoint parallel with -Stage outline specifications, Cost architectural, structural and from site as they with arise.Design and Construction Programmes. nd preliminary Contract Traditional procurement route. 5 in accordance Information and Project building services information, on along with Strategies in accordance with specialist subcontractor design t Strategies in Design Programme. and specifications, in accordance Design Initial Project Brief. Concept Design including Design, including Completed Technical Design of discussions. Planning application madeoutline at end Developed Planning conditions reviewedthe with Design Programme. gree alterations to Pre-application discussions. structural and building coordinated architectural, of stage using Stage 3services output. following granting of consent and, the project. Final Project design, associated Project structural and building services where possible, concluded prior to Strategies, preliminary Cost design updated Cost startingand on site. Information Final Project Information. of Building Design Teamand Stage 4 output Administration Conclude administration of

and y Objectives ck from previous ainability mes, kpoints Aspirations,

ver Strategy and ents.

Prepare Concept Design, Sustainability -0 includingHandover outlineCheckpoint proposals for Prepare Strategy and structural design, building Risk Assessments. services systems, outline specifications andofpreliminary Agree Schedule Services, Cost Information with Strategic Brief. alongMatrix Design Responsibility relevant Project Strategies and Information Exchangesinand accordance with Execution Design Plan prepare Project Programme. Agree alterations to including Technology and brief and issue Final Project and Communication Strategies Brief. consideration of Common Standards to be used. Not required.

Prepare Sustainability Strategy, Required. Maintenance and Operational Strategy and review Handover Strategy and Risk Assessments .

Prepare Developed Design, Sustainability Checkpoint -1 includingSustainability coordinated and Prepare Strategy, updated proposals for structural Maintenance and Operational design, building services systems, Strategy and review Handover outline specifications, Cost Strategy and Risk Assessments Information Project Projectand Brief. .Initial Strategies in accordance with Design Programme. Undertake third party consultations as required and any Research and Development aspects. Required. Review and update Project Execution Plan.

ate Project

Updated 'As Constructed' Information.

Review Construction Strategy, including sequencing, and update Health and Safety Strategy.

Strategies.

Review and update

Carry out activities listed in

Conclude activities listed in

www.ribaplanofwork.com

Review and update Sustainability, Maintenance Developed Design, including the and Operational and Handover coordinated architectural, Strategies and Risk structural and building services Administration of Building Assessments. design andincluding updated regular Cost site Contract, Information. inspections and review of Prepare and submit Building progress. Regulations submission and any Required. other third party submissions requiring consent.. Review and update Project

Review and update Sustainability Strategy and Completed Technical Design of implementadministration Handover Strategy, Conclude of the project. including Building agreement Contract. of information required for commissioning, training, bmit Building handover, asset management, mission and any future monitoring and Not required. and ongoing submissions maintenance ilding and Undertake In Use services in nt.. 'AsSchedule Constructed' uilding Contract. compilation accordanceofwith of Information. Services. ate Project parallel with Stage Update Construction Strategy . grammes. and Health and Safety uction Strategy, Strategies. ncing, and update ety Strategy.

Sustainability Checkpoint - 7

'As Constructed' Information updated in response to ongoing client Feedback and maintenance or operational developments.

Sustainability Strategy to and Contractor Handover Strategy including Handover Strategy including Formal site implement handover and programme of- 6 progress control Sustainability Checkpoint -4 Sustainability Checkpoint Sustainability Checkpoint Sustainability Checkpoint - 7 Handover Strategy, Feedback for use during the- 5 Post-occupancy Evaluation, including agreement of future life of the building or on review of Project Performance, Conclude administration of site visits agreed. Additional visits design queries take place information required for future projects. resolving Project Outcomes and Building Contract. training, Research and Development as required.commissioning, Architect is ofone of ofthe named consultants ensuring handover, asset management, Updating ProjectInformation. Information aspects. Completed Technical Design 'As Constructed' Updated 'As Constructed' 'As Constructed'correct Information future monitoring and as required. the project. Information. updated in response to ongoing maintenance and the ongoing design. As finished Updating of Project Information, client Feedback and maintenance implementation of product impeccable quality as required, in response to compilation of 'As Constructed' or operational developments. ongoing client Feedback until the Information. is paramount specialist sub-contractor design continuous through to end of the building’s life. Update Construction Strategy Not required. Not required. Required. required. stage 5- involving mock-ups testing, fabrication Asand assembly and Health andfull-scale Safety Strategies.In Use services in Undertake accordance with Schedule of processes,,as well as key junctions. Variety of trades will be present Services.

Design with and Construction Review Construction n with accordance conclusion ofProgrammes. BuildingStrategy, Contract. ate Construction including sequencing, and update rogramme and Safety Health and Safety Strategy. sign Queries yons arise. reviewed g of consent and, concluded prior to Checkpoint - 3 Sustainability Checkpoint - 4

ate

'As Constructed' Information.

Sustainability Checkpoint - 6 Conclude activities listed in Handover Strategy including Post-occupancy Evaluation, review of Project Performance, UpdatedOutcomes 'As Constructed' Project and Information. Research and Development aspects.

High-specification details are developed, tested and finalised by the end of stage 4 when Design Team concludes its appointment by issuing issued tender. Tenders Contract, including Building Contract. Reviewfor and update Review and update regular site Review and update Carry out activities listed in Conclude activities listed in Required. Required. Not required. Strategy and Not required. Required. assessed and Building inspections and review of Sustainability Strategy,Contract Sustainability, Maintenance Sustainability Handover Strategy including Handover Strategy Tender Package. QS prepares Bills of Quantities. Performance andincluding As required. awarded. Specialist contractor progress. Maintenance and Operational and Operational and Handover implement Handover Strategy, Feedback for use during the Post-occupancy Evaluation, Stage 4 information reviewed post Strategies and Risk and Handover Strategies and including agreement of future life of the building or on review of Project Performance, material aspects are backbone of this part of process. Facade Engineer, award. Risk Assessments. Assessments. information required for future projects. Project Outcomes and commissioning, training, Research and Development Environmental SE and Architect collaborate achieving Undertake third party Prepare consultant, and submit Building handover, asset management, Updating of Project Information on aspects. consultations as required and Regulations submission and any future monitoring and as required. concludemaximum Research anddesign work other third party submissions and ongoing Updating of Project Information, Specialist subcontractor undertaken in parallel with Stage maintenance aesthetic impact of structural/building modules without as required, in response to Development aspects. requiring consent.. compilation of 'As Constructed' 5 in accordance with Design and Construction Offsite manufacturing and onsite Handover of Programmes. building and Undertake In Use services in ongoing client Feedback until the Information. Construction in accordance with conclusion of Building Contract. accordance with compromising ‘green’ credential ofSchedule theofscheme. Quality control measures end of the building’s life. Review and update Project Review and update Project Construction Programme and Services. Execution Plan, including Execution Plan. Construction Strategy Planning conditions reviewed resolution of Design Queries put in place by detailedUpdate performance specifications and careful vetting Changeare Control Procedures. and Health and Safety following granting of consent and, from site as they arise. www.ribaplanofwork.com

Sustainability Checkpoint - 5

Sustainability Checkpoint - 6

of factories and manufacturers (including factory visits). Once planning consent has been granted packages are reviewed during team meeting and checked for coordination issues. Review of conditions posed by LPA is followed by review of tenders (by CDM & QS). Best-value principle guides interview process leading up to Contract Sum sign off, Building Contract award and Building Control submission then take place. Project Execution Plan and construction Strategy are reviewed with appointed contractor. All contracts are let in parallel and with collateral agreements in place.

•

Common Wealth Joint Venture CDM Co-ordinator (doubles as Contract Administrator) Architect

•

in-house IT department

• • • • •

Geological Surveyor Quantity Surveyor Structural Engineer M&E consultant contractors

• • • •

neighbours Westminster Planning Authority English Heritage Metropolitan Police Crime Prevention Design Advisor

• • • •

neighbours Westminster Planning Authority English Heritage Metropolitan Police Crime Prevention Design Advisor fabricators/ suppliers

•

• • •

• • • •

environmental cons. facade engineer IBC inspector specialist storage suppliers

principal contractor (and his sub-contractors) suppliers named consultants/ contractors

on site according to programme sequencing. Implementation of various work packages follows set out project programme supervised by CDM but administered by the Contractor. Due care mus be taken during construction of in-situ coffered ceiling slabs to avoid mixture contamination. Ongoing collation of ‘As Constructed’ documentation and Operational and Maintenance information in preparation for Handover at completion.

RIBA Plan of Work 2013 establishes time scale framework for project’s progression. The analysis of work stages identifies key players introduced at each step, and their roles. Summary of each section maps out theme tasks while colour-coded bar indicates timetable required for completion of respective set of assignments. Anticipated construction time is 2-3 years- based on complexity and set brief outcomes and outputs.

as ongoing maintenance team due to their in-depth knowledge of the structure and to ensure soft landing is successful. Final inspection precedes concluding sign offs prior to issue of Completion certificate.

end of the building’s life.

Strategies. with Schedule of accordance Services.

Ongoing monitoring of the facility’s use and performance ensures Sustainability Checkpoint -meets 6 Sustainability Checkpoint -7 environmental strategy outset criteriahowever no initial assistance should be required due to high quality workmanship and design of the Carry out activities listed in Conclude activities listed in Handover Strategy including Handover Strategy including 'As Constructed' Information. Updated 'As Constructed' 'As Constructed' Information Feedback for use during the Any Post-occupancy Evaluation, structure. operational and maintenance developments which may Information. updated in response to ongoing future life of the building or on review of Project Performance, client Feedback and maintenance future projects. Project Outcomes and or operational developments. arise are reflected in ‘As Constructed’ information. Client’s feedback is also Research and Development Sustainability Checkpoint - 5

Updating of Project Information as required. Not required.

• •

Sustainability Checkpoint - 7

Formal completion contractor concludes ongoing Carry out activities and listed in handover Conclude activitiesby listed main in Handover Strategy including Handover Strategy including Constructed' Information. Updated 'As Constructed' 'As Constructed' Information Feedback for use during theinformation Post-occupancy Evaluation, reviews and'As additional provision discretion of CDM. Team Information. updatedat in response to ongoing future life of the building or on review of Project Performance, client Feedback and maintenance future projects. Project Outcomes and feedback meeting is an opportunity to introduce client to the facility or operational developments. Research and Development Updating of Project Information aspects. and draw on conclusions from the project for future benefit of all parties as required. Not required. Required. Updating of Project Information, As required. as required, in response to involved. Specialist trades are suggested to be contracted by the client ongoing client Feedback until the

Review and update Sustainability Strategy and Completed Technical Design of implement Handover Strategy, the project. including agreement of Conclude administration of information required for Building Contract. commissioning, training, handover, asset management, future monitoring and Not required. and ongoing maintenance compilation of 'As Constructed' Information.

, including Execution Plan. Update Construction Strategy w.ribaplanofwork.com ntractor design undertaken in parallel with Stage Undertake l Procedures. and HealthInand uring and onsiteworkHandover of building and UseSafety services in

Maintenance gn, including the alf Building and Handover hitectural, Riskregular site ding uilding services review of ated Cost

Undertake In Use services in Sustainability Checkpoint -5 accordance with Schedule Carry out activities listed in of Services. Strategy including Handover Feedback for use during the future life of the building or on 'As Constructed' Information. future projects.

Geological survey report confirms underground services (including tube precautions to be taken during excavation and foundation construction. 'As Constructed' Information updated in response to ongoing line) and soil conditions. Dual-purpose building modules Updating spring-board Specialist excavation, client Feedback and maintenance piling and construction method statements are of Project Information or operational developments. as required. of Project Information, components of the application. Programme allows for 21days structural and environmental design as these will be of special interest asUpdating crucial required, in response to client Feedback until the As required. required. Required. to planers. High-performance servicing augments part of Notthe application,ongoing consultation response from EH and 8 weeks from LPA. CDM and Architect end of the building’s life. while visual qualities of the envelope, and and itsHealth treatments likewise, reflect as representative of design team, hold regular consultation and update and Safety Strategies. UDP, Met Police and English Heritage policies, supporting full application meeting with the neighbours, during which concerns, questions and Undertake In Use services in with Schedule of submitted by architect at the end of Stageaccordance 3. Contractors’ input is concepts are addressed. This relationship will be maintained by CDM. Services. Sustainability Checkpoint - 5issues, Sustainability Checkpoint invaluable in terms of resolving delivery and assembly as well- 6asSustainability Checkpoint - 7 www.ribaplanofwork.com

e of Services, nsibility Matrix n Exchanges and t Execution Plan Undertake third party consultations as required and any nology and Research and Development nProgramme. Strategies and Review Project Programme. aspects. Common Prepare Technical Design in ped Design, e used. accordance with Design nated and Review and update Project Responsibility Matrix and als for structural Execution Plan.Manifest nt Venture for usePlanning on its project discussions. application at end services systems, Project Strategies tomade include all of stage usingstructural Stage 3 output. tions, Cost architectural, and ent route. Consider Construction Strategy, where possible, concluded prior to d Project building services information, including offsite fabrication, and Review on andsite. update Construction starting ccordance with specialist subcontractor design develop Health and Safety and Health and Safety mme. and specifications, in accordance Strategy. Strategies. with Design Programme. nability Strategy, Review and update Review and update nd Operational Sustainability Strategy, Sustainability, Maintenance Checkpoint -1 Sustainabilityand Checkpoint -2 Sustainability Checkpoint -3 view Handover Maintenance Operational and Operational and Handover isk Assessments and Handover Strategies and Strategies and Risk Design Team Stage 4 output Administration of Building Risk Assessments. Assessments. issued for tender. Tenders Contract, including regular site assessed and Building Contract inspections and review of party Undertake third party andDesign, submit including Building the Brief. Concept Design including outline Prepare Developed awarded. Specialist contractor progress. required and any consultations required and Regulations submission and any structural andas building services Stage 4 information reviewed post coordinated architectural, Development conclude ResearchProject and other thirdand party submissions design, associated structural building services award. Development aspects. Cost requiring consent.. Strategies, preliminary design and updated Cost Information and Final Project Information. ate Project Review and update Project Review and update Project . Execution Plan, including Execution Plan. Required. subcontractor Programme. Specialist design workRequired. undertaken in parallel with Stage Change Control Procedures. 5 in accordance with Design and Construction ruction Strategy, Review Construction Strategy, cal Design in Offsite manufacturing and onsite Handover of Programmes. building and fabrication, Review and update Construction including sequencing, update Design and Construction in accordance with conclusion of Buildingand Contract. Manifest and Safety and Health and Safety Health and Safety Strategy. Matrix and Construction Programme and Strategies. ation at end Planning conditions ies tomade include all resolution of Designreviewed Queries tage 3 output. following granting of consent and, uctural and from site as they arise. where possible, concluded prior to s information, Checkpoint - 2 Sustainability Sustainability Checkpoint - 4 starting on site.Checkpoint - 3 ntractor design

ns, in accordance ogramme. ate Strategy, including outline nd Operational uilding services Strategies and ed Project age 4 output ents. iminary Cost r. Tenders duilding Final Project Contract party alist contractor required and tion reviewed post arch and spects.

Handover of building and Sustainability Checkpoint -4 conclusion Building Contract. Review andofupdate Sustainability Strategy and implement Handover Strategy, including agreement of Completed Technical Design of information required for the project. commissioning, training, handover, asset management, future monitoring and maintenance and ongoing compilation of 'As Constructed' Information. Not required. Conclude administration of Building Contract. Strategy Update Construction

riba work stages

delivery

Objectives

This Project version of the RIBA Plan of Work 2013 has been prepared by Joint Venture for use on its project Manifest House. It has been prepared on the basis of a Traditional Contract procurement route.

aspects.

Required.of Project Information, Updating as required, in response to ongoing client Feedback until the end of the building’s life.

As required.

included in the documentation. All of the above is responsibility of CDM and architect (works relating to drawing production).

• • •

neighbours (consultation) users client

Funding

CLAPHAM ONE by Studio Egret West with DLA Architecture Mixed use development, including a library, in London’s Clapham High Street. Scheme was commissioned by a developer and contractor and subject to financial jugglery (plot donated by the Council in exchange of library and health centre provision as well as mixture of flats- with loan from homes and Communities Agency Kickstart). This project serves as exemplar of achieving value for money with inclusion of specialist requirement space- library while maintaining aesthetic detailing. RELEVANT PROJECT DATA start on site: 2010 completion: 2012 gross internal area: 14,300m2 (£2100/m2) form of contract: JCT D&B total cost: £30mln cost-affecting work packages: M&E, landscaping, library lighting design, accessibility, acoustic consultancy, planning consultancy, library fit out

delivery

case study 1

Funding case study 2

COLYLER-FERGUSSON MUSIC BUILDING by Tim Ronalds Architects New building on University of Kent’s Canterbury campus is a dedicated performance space, with a flexible layout. Materials used were partially dictated by LPA: blockwork outer skin, steel structure, Douglas fir. Use of bespoke concrete components (even though quite differing from these in Manifest House), procurement route and requirement for longevity in high traffic/ use areas were deciding factors in utilizing this as case study for out undertaking. RELEVANT PROJECT DATA start on site: 2011 completion: 2012 gross internal area: 2,670m2 (£2020/m2) form of contract: JCT 200 Standard Building Contract with quant total cost: £5,4mln cost-affecting work packages: M&E Consultant (Max Fordham), acoustic consultant, bespoke external concrete blocks

STEDELIJK MUSEUM by Benthem Crouwel Architects Renovation of existing museum building and construction of new gallery space in Amsterdam’s Museumplein. Creation of nation’s largest free-span exhibition space drove costs up due to the city’s challenging ground conditions. The ‘bathtub’ extension’s envelope is composite resin with carbon fibre and Twaron para-aramid fibre and its high-spec surface required sealing off external world while facade finish was applied. Although materials used in Stedelijk are significantly different in their specification and assembly,they are comparable to that in the new Common Wealth institute project in terms of constituting high quality bespoke components. Additionally, high specification and performance materials feature throughout the museum, and delightful joint and fixture details lend itself to be compared with our project. RELEVANT PROJECT DATA start on site: 2007 completion: 2012 gross internal area (new extension): 9,4230m2 (£5,297/m2) total cost: £103mln cost-affecting work packages: bespoke building components, high-specification facade and fit-out systems

delivery

case study 3

Funding

GROOS FLOORSPACE

FINISH SPEC

COST

  AREA NAME GROOS FLOORSPACE  

 FINISH SPEC 

COST

 

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 

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 

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 



 















 



    

The figure requires review incorporating whole-life cycle cost, including in-use and disposal costs (although the latter one is not anticipated to be required as this landmark facility is to stand ‘for eternity’). Elementary outlay will rise but only to ensue whole-picutre cost is more cost-effective.

Entire project expenditure is borne by Common Wealth Joint Venture, using resources available to them through Commonwealth of Nations. No budget has been set as client’s determination to achieve project’s goals means expense is no object. CWJV will however require to secure funds form within the organization, and to do so bottom line figure must be arrived at prior to entering into building contracts. Initial consultancy costs are agreed between the parties. These payments fall within lump sum client set aside for this purpose. Plot has been donated by UK Government as investment in promotion of the country and Commonwealth. Cost planning exercise provided client with an opportunity to make informed decision whether to proceed with the project. It included analysis of case studies estimating outlay required and a number of factors affecting cost. Design considerations are: 1. pre-cast concrete modules assembly: collaboration between design and technological team sought to design out delays by introduction of series of standardized component groups which require minimal on-site labour 2. high level of control over finished product: call for careful sequencing and intensive project management. Increased input from both CDM and Main contractor, and consequently their fees is non-negotiable in terms of driving costs down as it would have negative impact on primary brief principle. 3. waste management: investment in design stage allowed for meticulous planning, specification and QS review of the scope ensuring on-site fabrication is limited to absolute minimum (off-site fabrication is favoured here) simultaneously curbing down CO2 emissions.

Statutory fees sit outside of Consultancy costs and comprise of: 1. Pre-planning advice: Major Development (6500m2) - one meeting and written notice: £3000+VAT - follow up meeting and written advice £2000+VAT N.B. there is scope for agreeing to a fixed number of additional meetings at an agreed charge 2.Planning Application: - change of use application charge: £385 - (full planning) non-residential creation of new floorspace exceeding 3750 m2: £23, 265 (£19049+ £115/additional 75m2) - temporary road closures, cranes: £1816 3. Community Infrastructure Levy: being over 100m2 the scheme attracts CIL charged per square meter of gross floorspace. Questionnaire allowing LPA to calculate levy due forms part of planning submission documentation. Planning permission grant triggers issue of levy liability notice. The charge is payable prior to commencement of development. Despite the fact that time is of no crucial role in relation to completion of the structure itself, prolonged road closures enabling deliveries and construction in high density prime urban setting impose incremental increase of overall cost. Additionally, operational cost of temporary works and structures such as cranes, hoarding, ongoing consultancy waste disposal, security systems and personnel have to be factored in. Once programmatic occupation has taken place and the market and galleries become established, the client- as owner and managing agent, will see return of its initial financial outlay. Generating monetary profit has never been client’s agenda for the facility, and as such this report is not concerned with analysis of project’s performance in this respect.

delivery

AREA NAME

Chosen for their similarities in scale, specification and delivery time, case study projects served to estimate project construction costs:

Fee structure

westminster planning authority

& architect’s role

english heritage

architect

met. police crime prevention design advisor

excavation & enabling works sub-contractor

geologist

piling sub-contractor

structural engineer

general construction sub-contractor pre-fab concrete modules manufacturer

environmental consultant

neighbours contract for services

m&e engineer

structural glazing manufacturer

cdm

site inspector

contract for services

quantity surveyor

contract for services

design team

building contract

principal contractor

facade engineer

structural glazing manufacturer pre-fab concrete modules manufacturer

piling specialist

collateral agreement

clientnominated:

lighting specialist landscaping specialist fit out: bespoke metal display cage system fit out: vertical circulation

IBC inspector

fit out: joinery fit out: cold storage systems

collateral agreement

commonwealth joint venture

in-situ concrete specialist sub-contractor

independent building control inspector architect

consultants

quantity surveyor

sub-contractors

m&e [inc. waste disposal, water harvesting, PVs]

suppliers: security

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Core CoreObjectives Objectives

35%

40%

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time basis

delivery

www.ribaplanofwork.com www.ribaplanofwork.com www.ribaplanofwork.com www.ribaplanofwork.com www.ribaplanofwork.com www.ribaplanofwork.com www.ribaplanofwork.com

percentage basis

time basis

• draught project programme • concept & developed design • ongoing site visits & general support • preliminary team selection • finalize assembly of project team (quality control, addressing arising issues • client & CDM negotiations • & review specifications & Design Design Team Team Stage Stage 4 output 4Table output Administration Administration of of Building Design Building Design Design Team Team Team Stage Stage Stage Conclude Conclude 44output 4output output administration administration Administration Administration Administration of of ofof Design Design of Building Building Design Building Team Team Team Stage Stage Stage Conclude Conclude 44Conclude output output 4 output administration administration administration Administration Administration Administration ofofofqueries) of of Building of Building Building Conclude Conclude Conclude administration administration administration of of of and and and and and and and and Initial Initial considerations considerations forfor Initial Initial Initial considerations considerations considerations for forfor Initial Initial Initial considerations considerations considerations for forfor prepare Prepare Prepare Project Project Roles Roles Table Table Prepare Prepare Prepare Project Project Project Roles Roles Roles Table Table Table Prepare Prepare Prepare Project Project Project Roles Roles Roles Table Table Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Contractual Contractual Tree Tree and and continue continue Contractual Contractual Contractual Tree Tree Tree and and and continue continue continue Contractual issued Contractual issued Contractual forfor tender. tender. 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Contract inspections inspections and and review review assessed assessed assessed of of and and and Building Building Building Contract Contract Contractinspections inspections inspections and and and review assessed assessed review review assessed ofofof and and and Building Building Building Contract Contract Contract inspections inspections inspections and and and review review review of of& of update ‘As Constructed’ drawings • feasibility study assist with costing • review *Variable *Variable Task Task Bar Bar *Variable *Variable *Variable Task Task Task Bar Bar Barthethe *Variable *Variable *Variable Task Task Task Bar BarBar the awarded. awarded. Specialist Specialist contractor contractor progress. progress. awarded. awarded. awarded. Specialist Specialist Specialist contractor contractor contractor progress. progress. progress. awarded. awarded. awarded. Specialist Specialist Specialist contractor contractor contractor progress. progress. progress. Stage 4 information 4 information reviewed reviewed post post Stage Stage Stage 44information 4information information reviewed reviewed reviewed post post post Stage Stage Stage 44 information information 4 information reviewed reviewed reviewed post post post • risk assessment • thirdStage party consultations & appropriate documentation award. award. award. award. award. award. award. award. • pre-application planning • carry out research • issue valuations and certificates consultation • Programme. review reports (geological survey) • workundertaken assist with Handover Review Project Project Programme. Programme. Review Review Project Project Programme. Programme. Review Review Review Project Project Project Programme. Review Programme. Review Programme. Project Programme. Review Review Review Project Project Project Programme. Review Specialist Review Programme. Specialist Programme. Review Project Project subcontractor Project subcontractor Programme. Programme. Programme. Review Review Review design design Project Project Project work work Programme. Review Review Programme. undertaken Programme. Review undertaken Project Project Project in in parallel Programme. Programme. parallel Programme. Specialist Specialist Specialist with with Stage subcontractor Stage subcontractor subcontractor Review Review Review design Project Project design design Project work work Programme. Programme. work Programme. undertaken undertaken undertaken ininparallel inparallel Specialist Specialist parallel Specialist with with with subcontractor subcontractor Stage Stage subcontractor Stage design design design work work undertaken undertaken in in parallel parallel in parallel with with with Stage Stage Stage Establish Establish Project Project Programme. Programme. Review Establish Establish Establish Project Project Project Programme. Programme. Programme. Establish Establish Establish Project Project Project Programme. Programme. Programme Programme Programme Programme Programme Programme Programme Programme 5 in 5 in accordance accordance with with Design Design and and Construction Construction Programmes. Programmes. 55in5inaccordance inaccordance accordance with with with Design Design Design and and and Construction Construction Construction Programmes. Programmes. Programmes. 55 in in 5 accordance accordance in accordance with with with Design Design Design and and and Construction Construction Construction Programmes. Programmes. Programmes. • initial project briefing • review method statements • carry out and snagging *Variable *Variable Task Task Bar Bar *Variable *Variable *Variable Task Task Task Bar Bar Bar *Variable *Variable *Variable Task Task Task Bar BarBar Pre-application Pre-application discussions. discussions. Pre-application Pre-application discussions. discussions. Pre-application Pre-application Pre-application discussions. discussions. Pre-application discussions. Pre-application discussions. discussions. Pre-application Pre-application Pre-application discussions. Pre-application discussions. Planning Pre-application discussions. Planning Pre-application application application discussions. discussions. discussions. Pre-application Pre-application made Pre-application made at at end enddiscussions. Pre-application discussions. Planning Pre-application discussions. Planning Pre-application conditions conditions discussions. discussions. discussions. Planning Planning reviewed Planning reviewed application application application Pre-application Pre-application Pre-application made made made atatend atend end discussions. discussions. discussions. Planning Planning Planning conditions conditions conditions Planning Planning Planning reviewed reviewed reviewed application application application made made made at at end at end endPlanning Planning Planning conditions conditions conditions reviewed reviewed reviewed • assist decisions on • ongoing liaison with third parties and client assist client & users with soft landing (Town) (Town)Planning Planning • (Town) (Town) (Town)Planning Planning Planning (Town) (Town) (Town) Planning Planning Planning of ofstage stage using using Stage Stage 3 output. 3 output. following following granting granting ofofof consent stage ofstage consent stage using using and, using and, Stage Stage Stage 33output. 3output. output. following following following granting granting granting of ofofstage of of stage consent ofconsent stage consent using using using and, and, Stage Stage and, Stage 33 output. output. 3 output. following following following granting granting granting of of consent of consent consent and, and, and, where where possible, possible, concluded concluded prior prior to to where where possible, possible, possible, concluded concluded concluded prior prior prior tototo where where where possible, possible, possible, concluded concluded concluded prior prior prior to to to *Variable *Variable Task Task Bar Bar *Variable *Variable *Variable Task Task Task Bar Bar Bar *Variable *Variable *Variable Task Task Task Bar BarBar procurement & contract • prepare & submit planning where application • review technical and programmatic starting starting onon site. site. starting starting starting on onon site. site. site. starting starting starting on onon site. site. site. • Review collaborate to establish • from postplanning design review &Strategy, resolution performance Prepare Handover Handover Strategy Strategy and and Prepare Prepare Prepare Prepare Handover Handover Handover Strategy Strategy Strategy and and and Prepare Prepare Prepare Handover Handover Handover Strategy Strategy Strategy and and and Prepare Sustainability Sustainability Strategy, Strategy, Prepare Prepare Prepare Sustainability Sustainability Sustainability Strategy, Strategy, Strategy, Prepare Prepare Prepare Sustainability Sustainability Sustainability Strategy, Strategy, Review Feedback Feedback from from previous previous Prepare Review Review Review Feedback Feedback Feedback from from from previous previous previous Review Review Feedback Feedback Feedback from from previous previous previous Review Review and and update update Review Review Review and and update update update Review Review Review and and and update update update Review Review and and update update Review Review Review and and and update update update Review Review Review and and and update update update Review Review and and update update Review Review Review and and and update update update Review Review Review and and update update Carry Carry out out activities activities listed listed in in Carry Carry Carry out out out activities activities activities listed listed listed ininand inupdate Carry Carry Carry out outin out activities activities listed listed listed in in in Conclude Conclude activities activities listed listed in in Conclude Conclude Conclude activities activities activities listed listed listed in inactivities Conclude Conclude Conclude activities activities activities listed listed listed in in in Suggested SuggestedKey Key projects. Suggested Suggested Suggested Key Key Key projects. Suggested Suggested Suggested Key Key Key projects. Risk Risk Assessments. Assessments. Maintenance Maintenance and and Operational Risk Risk Operational Risk Assessments. Assessments. Assessments. Maintenance Maintenance Maintenance and and Risk and Risk Operational Risk Operational Operational Assessments. Assessments. Assessments. Maintenance Maintenance Maintenance and and and Operational Operational Operational projects. projects. projects. projects. projects. Sustainability Sustainability Strategy, Strategy, Sustainability Sustainability Sustainability Strategy, Strategy, Strategy, Sustainability Sustainability Sustainability Strategy, Strategy, Strategy, Sustainability, Sustainability, Maintenance Maintenance Sustainability, Sustainability, Sustainability, Maintenance Maintenance Maintenance Sustainability, Sustainability, Sustainability, Maintenance Maintenance Maintenance Sustainability Sustainability Strategy Strategy and and Sustainability Sustainability Sustainability Strategy Strategy and and and Sustainability Sustainability Sustainability Strategy Strategy and and and Handover Handover Strategy Strategy including including Strategy Handover Handover Handover Strategy Strategy Strategy including including includingStrategy Handover Handover Handover Strategy Strategy Strategy including including including Handover Handover Strategy Strategy including including Handover Handover Handover Strategy Strategy Strategy including including including Handover Handover Handover Strategy Strategy Strategy including including including project Support (admin) • collaboration & supervision of work • post-project evaluation Strategy Strategy and and review review Handover Handover Maintenance Strategy Strategy Strategy and and and review review review Handover Handover Handover and Strategy Strategy Strategy and and and review review review Handover Handover Handover Maintenance and and Operational Operational Maintenance Maintenance Maintenance and and and Operational Operational Operational Maintenance Maintenance Maintenance and and and Operational Operational Operational and and Operational Operational and Handover Handover and and and Operational Operational Operational and and and Handover Handover Handover and and and Operational Operational Operational and and Handover Handover Handover implement implement Handover Handover Strategy, Strategy, implement implement implement Handover Handover Strategy, Strategy, Strategy,and implement implement implement Handover Handover Handover Strategy, Strategy, Strategy, Feedback Feedback Feedback forfor use use during during thetheHandover Feedback Feedback Feedback for forfor use use use during during during the the the Feedback Feedback for forfor use use use during during during the thethe Post-occupancy Post-occupancy Evaluation, Evaluation, Post-occupancy Post-occupancy Post-occupancy Evaluation, Evaluation, Evaluation, Post-occupancy Post-occupancy Post-occupancy Evaluation, Evaluation, Evaluation, Support SupportTasks Tasks Support SupportTasks Tasks Tasks Support Support Support Tasks Tasks Tasks Strategy Strategy and and Risk Risk Assessments Assessments Strategy Strategy Strategy and and and Risk Risk Risk Assessments Assessments Assessments Strategy Strategy Strategy and and and Risk Risk Risk Assessments Assessments Assessments Agree Agree Schedule Schedule ofof Services, Services, Agree Agree Agree Schedule Schedule Schedule of of of Services, Services, Services, Agree Agree Agree Schedule Schedule Schedule of of Services, of Services, Services, and and Handover Handover Strategies Strategies and and and and and Handover Handover Handover Strategies Strategies Strategies and and and and and and Handover Handover Handover Strategies Strategies Strategies and and and Strategies Strategies and and Risk Risk Strategies Strategies and and and Risk Risk Risk Strategies Strategies Strategies and and and Risk Risk Risk including including agreement agreement ofStrategies of including including including agreement agreement agreement ofofof including including including agreement agreement agreement of of of ofofof future future life life of of thethe building building or or on on future future future life life life ofofthe ofthe the building building building or or or on on on future future future life lifelife of of the of thethe building building building or or on or onon review review of of Project Project Performance, Performance, review review review Project Project Project Performance, Performance, Performance, review review review of of Project of Project Project Performance, Performance, Performance, Design Design Responsibility Responsibility Matrix Matrix . . 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Hybrid fee structure for architect’s services is the most suitable choice for the project as it offers the client large degree of certainty of final bill, while being the most cost-effective one. Initially the process follows conventional RIBA work stages break-up of payment arrangement, where the first two stages are completed by architect on a time basis. This is due to difficulty in establishing time required to complete these stages, as it heavily relies on client’s availability and diligence in formalizing the brief. It is assumed a lump sum contract would be preferred by the client, however the architect is not ready to commit to such agreement in light of the aforementioned risks- whereby significant waiting times lead to losses on the professional’s part without any tools put in place to motivate client. Once key scheme parameters have been settled remuneration on construction cost percentage basis commences. Benefits are shared by the client and architect as the former is relieved of potential uncontrollable consultancy fees. Additionally, the consultant is ensured of client’s commitment to the cause and entire focus of the team is directed to efficient design development and collaboration with other client-appointed experts. Already identified sizeable

construction cost means design team’s creative juices are harboured to maximum as rewards will filter down the chain. Customary invoicing for extra/ over cost accompany periodically issued request of payments, covering meetings time, statutory fees and reprographic production charges. Signing of Building Contract marks departure from the previously employed charging format where architects reverts to working on time rate basis. Having extensively developed design and undergone numerous consultations, in theory design support would not be necessary from breaking ground through to completion. However, superb quality of the structure calls for ongoing support from the lead designer to address unavoidably arising issues. Along with the contractor and CDM, architects ensure key design strategies are carried through and where amends are required, these are completed in line with conceptscomplacency and cutting corners must not occur. Since this support cannot be realistically forecasted time basis charge seems fitting. This way the client set ground to call meeting as and when required and is assisted at each stage of the project by the same team- establish rapport, trust and unity of drivers developed over time comfort the founder- crucial to a successful, coherent project.

risk assessment   



  

  

  

 

  



    





  



  

Rc11

Rc10

  

  





   



  



    

 

  

Rc9

Rc8

     









Rc2



Rc8

 

 

 

Rc3



Series1 Rc4

Rc4

 

  



  



   



  



  

Rc5



Rc6





       

  

 

   

  

         Ri1  Rc1  Ri11 Ri2   Rc11 Rc2       Ri10 Ri3  Rc10 Rc3       Series1  Ri9 Ri4   Rc9 Rc4        Ri8 Ri5   Rc8 Rc5     Ri7 Ri6  Rc7 Rc6    DESIGN RISK ANALYSIS CONSTRUCTION RISK ANALYSIS 

  

 

    

  

 

  

  

    

 

    Ri9 

  



Ri10

 

Series1

  

Rc5

  

 

  



Rc7 Rc6

  

  



 

   

Rc2



 



 

Rc3



Rc7

 

 





Rc10

Rc9

 

Rc1

 



 

  



   





   

 

  

 

Rc11

  



  

Rc1

    

  



  



  



  

 



   



      

Rd1 Rd9

Rd2



  



  



  



  

 

 

 

  Rd9 

Rd3

Rd8 Series1

Series1



Rd7

Rd4

Rd6

Rd5

   

  

DELIVERY RISK ANALYSIS

 

   



  

    



  





Rd8           

Rd7

  

 

 

 

   

 



 





delivery



  

  

health & safety

property law







    

   

  





     









 





 

    





     

  

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     

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 

DESIGN Being conscious of construction difficulties posed by designed solutions, Independent Building Inspector’s input will be sought along of that of Construction industry Council representative and acclaimed contractor with previous experience in similar projects. Hoardings will be erected to fence off construction site, but as Trafalgar Square continuous operation as normal public’s safety must be ensured. Design analysis identified that assembly work along South and North site perimeter as the most contentious element. Hoardings will be erected very close to actual envelope construction in these areas and so protective netting is proposed to be installed to protect public pathways from falling debris etc. Care was taken to design out any other areas of concern, at developed design stage in line with Red Amber Green list. Bulk of perimeter construction is one-storey height and will therefore not endanger site’s surroundings.

CONSTRUCTION Majority of the structure peaks at a height of 3-storeys. Therefore crash decks will not be employed but use of harness when working at heights will be mandatory. All vertical surfaces are accessible from horizontal planes- save for kitchen pods where pitched roofs pose access challenge. Scaffolding will be employed to construct the vertical elements. Minimal clearances around site’s borders require special care and advance planning for deliveries and large members installation. Previous mentioned netting will save to protect public at opposite ends of fenced-off area, while delivery lorries will be scheduled to arrive at off-peak times to negate accident risks during off loading and manoeuvring in the tight roads.

MAINTENANCE Main envelope’s maintenance is limited to periodical jet-washing to maintain concrete’s bright colouring, ensuring material blending with stuccoed neighbours. This can be done from street level and will require permission from the Council to close off pathways along West and East aspects. Sedum- covered areas require occasional lowintensity maintenance to ensure working order of irrigation and component-fastening systems. Internally, bespoke display cases will be subject to regular (albeit occasional) checks controlling smooth operation of guide tracks and good condition of the cases themselves to ensure safety of the users. Specialist storage facilities in the basement require ongoing control and testing, to provide optimum performance. Similarly, all lifts will be subject to checks as they form part of access-egress strategy and are key for complication-free activity of the bazaar.

  

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 

 

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                                                      

The land is property of the Crown, with a leasehold tenure- inherited from previous uses of this land. It will be donated on a 998-tear leasehold agreement with the Crown as Monarchy’s contribution. The Queen as Head  of Commonwealth benefits with this manoeuvre by demonstration of their  commitment to promoting Commonwealth without losing control of such an influential parcel of land- as is the case with adjacent parcel belonging to the National Gallery. Entire transaction will be overseen by legal advisors and prior to engagement of any building project- related consultants.

    

New structure will be independent of existing buildings. Therefore no party wall award needs to be sought. Adjoining owners will be informed of our intentions and kept up-to-date throughout the project to ensure they are on board and their concerns heard out. CWJV have been advised to secure extensive insurance cover and the policy is to be overseen by their legal team to ensure cover from damages to listed buildings are included in the T&Cs.

delivery



  

planning application strategy

A1: retail [bazaar- inc. admin office & facilities] A3: restaurants [kitchen pods, rooftop BBQ] D1: libraries, galleries [bookshop, gallery]

UPPER GROUND FLOOR PLAN

delivery

LOWER GROUND FLOOR PLAN

Existing car park: sui generis class view onto the Gallery [bottom] birdâ&#x20AC;&#x2122;s eye view over the site [top]

FIRST FLOOR PLAN

ROOF PLAN A variety of application will be made to LB of Westminster at different stages of the project. Currently the site is classified as sui generis and a drastic change of erecting a mixed-use structure means application for Change of Use is required. This is to ensure that Manifest House can be properly assessed in relation to Building Regulations and requirements relating to its newly establish class can be met. Amongst others, these parameters will cover H&E, performance and rights of the developer. Due to sheer scale, drastic character transformation of the site and Conservation Area constraints, a full planning application will be made. Implications of the

overhaul include temporary road closures and significant civic impact on immediate surrounds. In addition to restricted access, the area boast a high profile and dense build-up. Consequently, limitations on frequency, dimensions and time of deliveries are anticipated to by imposed by LPA. Construction method statements will stipulate that all skips be located on site and collations to take place outside peak hours, to minimise adverse impact on traffic levels. Temporary structuresâ&#x20AC;&#x2122; strategy will be formed by the contractor. In light of Grade ! listed building present, stress will placed on taking special care when erecting and striking protective hoarding.

site access

preferred delivery route road closures facilitating deliveries

critical clearances between kerbs Utilizing site’s location nearby the River Thames, waterway delivery is a viable option permitting traffic avoidance along majority of delivery route and lesser impact on local traffic flow. However, to reduce number of loading/off-loading required vehicular deliveries are considered to be primary mode of transport. The site is surrounded by pedestrian pathways and mainly one-way narrow roadsthe pinch-point being 3.8m wide at St. Martin’s Street. Turning circles posing a serious challenge, 3-axle rigid body lorry at l8.78x w2.78 is the largest vehicle suitable for deliveries. What is more, this high-profile and extremely busy area of town means that road closures’ requests for duration of construction, if at all granted permission by LB Westminster, will be restricted to absolute minimum.

delivery

alternative routes