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‘Architects are the guardians of quality in the built environment’ The Greater Manchester Department of Architecture (2019)
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Journal 01 Table of Contents
01
Introduction
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03
Research
58
02
Structure
32
04
Finance
70
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What we do What we build Where we work Team Structure What we value Defining Quality
The Council Architect Previous Council projects C20th Social Housing The LCC Structure Council Architects Public + Private Practice Arup Structure Public Practice Structure Learning from existing GMCA Structure
Our Approach Policy Influence Preventative design research
Existing finance models GMCA Funding Practice Finance Financial Considerations Insurance Tax Risk Managment
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Winning Work
84
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Marketing
90
Government Funding The Process
Marketing and Branding Transparency Consultations and Participative Design
07 08 09
The Future
102
Analysis
108
References
114
The Prototype Advancing the Network
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Glossary of Terms
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GMCA
Greater Manchester Combined Authority
GMDA
Greater Manchester Department of Architecture
GLA
Greater London Authority
NHS
National Health Service
Architect
We believe architects are purveyors of quality, crafting experiences through place-making.
Quality
A degree of excellence
Boroughs
Used to refer to the 10 districts which make up Greater Manchester
Social Value
The wider non-financial impacts of programmes, organisations and projects, especially on the well-being of individuals and communities and of the environment
Participative Design
An approach to design attempting to actively involve all stakeholders in the design process to help ensure the result meets their needs and is usable
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OUR PEOPLE
CHIEF ARCHITECT FLORENCE BELL
WIGAN / URBAN DESIGN
JESSICA ABBOTT
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HEAD OF RESEARCH TOBIAS CORRY
SALFORD / PHYSICAL INFRASTRUCTURE
BURY / ENVIRONMENT
BOLTON / HOUSING
LAUREN GABBITAS
TOM BRUNYARD
TARA AVEYARD
TRAFFORD / HEALTH + FOOD
STOCKPORT / LANDSCAPE
ROCHDALE / HERITAGE
ELLY MEAD
DAVID WILKINSON
ERIN EDMONDSON
TAMESIDE / CULTURE AND LEISURE
OLDHAM / EQUALITY
MANCHESTER / EDUCATION
PAUL WRIGHT
ANNIE SIBTHORP
LAURENCE RICHARDS
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01
Introduction
Who we are, What we do
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What we do
We are a department of architecture sat inside the Greater Manchester Combined Authority (GMCA), who seek to champion the quality of the built environment in Greater Manchester. Manchester’s unique political position, due to the devolution of power from Central Government, allows our department to influence and shape the way the city approaches Architecture, Planning and the built environment. We are known as the Greater Manchester Department of Architecture (GMDA). Our main offices are based in Central Manchester, but we also work with each of the boroughs that make up Greater Manchester.
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Our projects are for the greater good of Manchester, and cover Housing, Leisure, Schools, and Health Services. Instead of operating in the same way as private practice, we subvert the norm, leading projects in a predominantly consultant role. We ensure that throughout the lifespan of the project, quality is always at the forefront. By working alongside private practices, we ensure that the projects are rooted in research, with due consideration being given to their context and surrounding community.
Figure 1: Diagram showing how the GMDA values the boroughs which make up Greater Manchester (Author’s own)
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Figure 2: Diagram showing how the GMDA is readdressing the role of the architect (Author’s own)
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In practice, an architect’s outputs are limited to a small portion of their skills and ability, and as a result the position of architect has fallen from grace. At the GMDA, we address this issue, expanding our knowledge and creating a space where the skill of the architect is pushed beyond the current confines of the profession. At the GMDA we don’t just draw; we think, we research, we consult; we put our feet on the streets and inform our projects from the ground up. We are not controlled by private money or private businesses - we are supported by the people and work for the people. Our practice is divided into two core elements; research and groundwork. Each member of our team
specialises in both a research topic (E.g. Health and food, Housing, Landscape etc.) as well as acting as a borough Architect for a constituency of Greater Manchester (E.g. Bolton, Tameside, Salford etc.). When projects come into our department at the GMDA, our specialist architects are assigned to them; based on their location (which borough they sit in) and their topic, so each project receives two streams of knowledge which guide and enhance the quality. Our borough architects know their regions inside out and understand the communities that make them, as well as the key players in each district.
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Why Manchester? Devolved Power
A
GM C
Central Government London
Manchester
Figure 3: Diagram showing the devolution of central powers to Greater Manchester (Author’s own)
Before 2017, Central Government dictated how money was distributed to district NHS organisations, creating a London-centric distribution of power.
This partnership has a large database on the effects of the built environment and cost to the NHS, which we will use to influence policy and inform our designs.
In order to allow local people to make local decisions, powers were devolved to smaller regions across the UK, leading to the formation of the GMDA. This led to the creation of the Health and Social Care Partnership, a joint enterprise between the NHS and GMCA, who control their own budget.
This research and data will be used as a preventative design measure in order to reduce the burden and cost on the NHS services. By reducing some of the long-terms costs of the NHS, we will look to receive a small portion of the budget to feed into our devolved pot of funding money.
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Pre - 2014
Post - 2017
MCR London
London
Government National NHS
District NHS
Government
GMCA
Opportunity HS+C Partnership Board
GMDA
District NHS Figure 4: Diagram illustrating the transfer of NHS powers and funding from central government (Author’s own)
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What we build
COMMUNITY
HEALTH
Our portfolio consists of public buildings which are match-funded by the GMCA and a range of private sources. Our focus is on enhancing the built environment of Greater Manchester, not just to create a city that we can all be proud of, but to also improve the life of all its residents. Therefore, the social and environmental well-being of our residents is paramount, and the projects we work with must enrich the communities they serve. We work within four main categories; Education, Health services, Housing and Community. Within Education we are focused on creating schools which enhance the experiences of the children who attend them; that are inviting and inspiring places to be, and that enable them to grow and learn to the best of their abilities. Our Health service projects aim to provide areas which promote good health and healthy living. 18
HOUSING
EDUCATION
By utilising our research arm, we aim to enable the development of quality, beautiful housing that our residents can be proud to call home. The community projects we support are as rich and diverse as the communities they serve, and reflect the real wants and needs of the people who use them. Across each of these categories, we are promoting quality architecture and place-making above all else. The right architecture can not just create beautiful buildings, it can improve the health of the city and the residents which dwell within it. When commissioning and working with private architects, we ensure certain qualities are met. We believe local problems and projects need local architects, and therefore we prioritise practices within Greater Manchester, ensuring that they adhere to our values.
COMMUNITY LIBRARY
COMMUNITY CENTRE
ARTS CENTRE
LEISURE CENTRE
NHS SERVICES
HOSPITALS
SOCIAL HOUSING
CARE HOMES
NURSERIES
SCHOOLS
HEALTH
HOUSING
EDUCATION
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WHERE WE WORK
OUR OFFICE
KEY MEETINGS
CENTRAL LIBRARY + TOWN HALL
The GMDA is based in the Town Hall, along with Planners and other key elements of the devolved powers. We also have pop-up shopfronts in each of our Boroughs, utilising unused High-street space and maintaining a presence throughout Greater Manchester. 20
GMCA LOCATION
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THE TEAM STRUCTURE OF THE
HEAD OF DEPARTMENT
CHIEF ARCHITECT
DEPARTMENT HEADS FOR DISTRICTS
BOROUGHS
SALFORD
BURY
OLDHAM
ROCHDALE
TAMESIDE
MANCHESTER
STOCKPORT
TRAFFORD
BOLTON
WIGAN
SUPPORT STAFF
PART 2 ARCHITECTURAL ASSISTANT PART 1 ARCHITECTURAL ASSISTANT Figure 5: Diagram showing the structure of the GMDA (Author’s own)
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MANAGEMENT
GOVERNMENT
OFFICE MANAGER
FINANCE
HUMAN RESOURCES
DEPARTMENT HEADS FOR RESEARCH
HEAD OF RESEARCH
HEALTH + FOOD
EQUALITY + ACCESSIBILITY
HERITAGE + OLDHAM CONSERVATION
CULTURE + LEISURE
LANDSCAPE + PUBLIC SPACE
URBAN DESIGN
EDUCATION
SOCIAL INFRASTRUCTURE
PHYSICAL INFRASTRUCTURE
HOUSING
POST OCCUPANCY
SUPPORT STAFF PART 2 ARCHITECTURAL ASSISTANT PART 1 ARCHITECTURAL ASSISTANT
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What we value
RESEARCH BASED APPROACH
QUALITY IN THE BUILT ENVIRONMENT
Quality
Research
Quality is one of our most important values as a department. We seek to integrate this value into everything that we do. We exist to establish quality in the built environment and believe that architecture should enhance the city. As a department we control this quality across Manchester, we are guardians of quality above all else.
We value research as an essential part of the design process. We believe that research should be at the foundation of what we do. Research gives us a stepping stone into the real world, understanding the realities of how buildings work and allowing us to improve on our next project. We especially value the cyclical process that research promotes.
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ENGAGING COMMUNITIES
FUTURE THINKING
People
Future
People sit at the forefront of our value system. Part of our purpose as an architecture department is to engage communities with design and enhance the overall quality of design being implemented within communities. We engage with people through participative design techniques, aiming to understand and value their needs and issues.
In order to bring the best to our city we always strive to be forward thinking and place an emphasis on the future. Sustainability sits centrally to this; establishing sustainability in our economic system, our department structure and integrating environmental sustainability into our projects.
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How we define quality
10 Definers of Quality
The term quality is deeply embedded in how we consider and perform our work at the GMDA. To us, quality means architecture that excels in its context, that helps the community it serves to excel and flourish. We want to push the quality of architecture within Greater Manchester, recognising the potential 26
social value that it carries, so that it transcends commodities and capitalism, becoming a public good. To ensure quality is assured throughout the projects we work with, we have ten key identifiers.
1. Safety To us, ensuring quality means upholding safety across all aspects of our design and research. This includes making sure issues, such as fire risks and potential for crime, are addressed within the designs we work with. By fully researching every product specified on our buildings, and resisting any quality reduction as a consequence of value engineering, we want to ensure that the buildings within Greater Manchester are some of the safest in the world. We work closely with the Fire and Policing teams within the GMCA, using their expert knowledge to inform our design choices. We look at road layout, street lighting, neighbourhood ownership, community integration and many more categories, to enhance the safety of designs.
2. Construction Quality Build quality is a key area in which we can achieve quality, and it is in the construction phases where we manage quality to the highest extent. Our staff are always on hand, to observe construction techniques and material choices. Visiting our sites regularly means not only can we can regulate the build firsthand to ensure quality, but we also develop personal relationships with builders and contractors, promoting trust and building a network of quality workers across the city. We ensure that no corners are cut.
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3. Economic Transparency We publish all of our finances and expenditures into the public realm, maintaining complete transparency with our role at the GMDA. This not only ensures we maintain a high standard in how we handle our finances, but promotes public trust in our roles, and allows each citizen within Greater Manchester to see how we bring value to the city. There is no space for undercutting from outside entities, and finances from within government are clearly laid out to the public. This allows us to maintain an ethical approach to finance, not to be led or bribed towards funding projects.
7. Social and Environmental Wellbeing We believe that to design for a community, you must understand that community and the context in which they live and work. The backbone of every project we are involved in is promoting the social and environmental well-being of the area in which it sits. Our buildings must establish environments which attract people, encouraging them to engage and allowing them to thrive. This thread of thought carries through to our larger urban design strategies, promoting the creation of a city which not only functions well, but is a wonderful place to live, with excellent environmental credentials that promote green, healthy living.
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4. Ethical Sourcing As a practice, valuing quality means that we value ethically produced products. From using recycled paper in our offices, to specifying materials on site, we do our best to ensure that we know the journey of all our materials; where they come from, the company structures that produce them, as well as their ethos towards their workers. By leading by example, we hope to become a role model within the city, prompting other companies to do the same.
8. Staff Welfare Staff welfare is paramount to ensuring quality. Each member of our team is a well-respected individual, who’s opinions are valued. We pay fairly, with a transparent pay scale, so that each member of staff understands their salary and how to progress in their personal career paths. We expand this staff welfare across every sector in which we work. We treat our clients with respect and expect the same in return, we ensure contractors and those they employ on site are treated fairly. We ensure that no one works unpaid overtime and do not accept unpaid interns within our office or work with companies that use them.
5. Sustainability Sustainability is embedded within all aspects of our practice within the GMDA. Being sustainable to us means that we continue to thrive within the GMCA for the foreseeable future, and that our actions protect and promote the environment. Sustainability begins with the economics of our practice. Ensuring sustainable economics means securing sound growth. We review our finances regularly, making sure every member of our team understands where our money comes from, where it’s going and if there any issues we need to target in the future. We produce and update both 1-year and 5-year finical plans.
9. Upfront Community Engagement In every project we engage on a community level, through participative design methods, with those who live in the area we are working in. By engaging with the community first-hand, we can ensure that our designs directly meet the needs of the user. This upfront engagement allows us to pre-empt future opportunities for new projects, anticipating the future needs of the communities we serve.
6. Informed Design Research sits at the heart of what we do at GMDA. It feeds into every aspect of our work and provides the foundation for good, quality design, which is why each member of our team heads up a research topic and a borough within the GMDA. By keeping our ear to the ground in relation to the latest break throughs in each of our specialisms, we ensure that the GMDA holds a wealth of applicable knowledge, ready to feed into projects across our city region.
10. Education Education is a key aspect of how we promote and ensure quality within our architectural designs across the city. We emphasise the importance of post-occupancy research, feeding back our findings through published documents to the public, as well as offering this information freely to other architectural practices. By informing and educating people on our processes, from how our buildings are constructed to proper maintenance, we can improve all buildings across the city. We also want to promote architectural education in schools and through community groups, encouraging the next generation of architects to get involved in how their city is shaped.
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02
Structure
Working within Government
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IMAGE / FLEXI / DIAGRAM
Pimilco School, John Bancroft, 1967 (Source: Volume Project, 2014) 32
The Council Architect: A History
The first council architects emerged within local authorities around 1889. Municipal or council architects sat in councils nationwide; these architects acted as designers, regulators and client for their specific authority. Part of their success was due to being able to work alongside the council planning department, ensuring efficiency and creating functional designs (Pitcher, 2019).
challenge of rebuilding Britain’s city centres, they became patrons of the modernist movement (Lang, 2014).
With the introduction of the ‘right to buy’ scheme, Councils began to close their architectural departments under Thatcher’s government. Once closed, local authorities are highly unlikely to reinstate an architect department (Lang, 2014), but some councils are breaking the trend Post-war, there was huge need for rehousing and and reinstating in-house Architects. reconstruction. Housing needed to be produced cheaply and quickly, providing the opportunity We will explore both past and present examples for council architects to experiment. It was within in order to understand how they can influence this context that the architecture department of our structure and work within the GMCA. London County Council (LCC) began to emerge as a success story. Tasked with the colossal ‘Far from being the arm which extended the dead hand of bureaucracy, council architects’ departments fostered an aspiration, ingenuity and innovation which benefited UK architecture as a whole – and can do so again’ - (Lang, 2014)
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Government
Government
GOVERNMENT
GOVERNMENT
COUNCIL
COUNCIL
ARCHITECT DEPT.
PLANNING
Private Practice
PLANNING
The LCC Structure: How architects departments were embedded within the council work force to ensure quality and consistency.
ARCHITECT
Present Day Structure: How private practices are not integrated into the council and shows a disconnect.
Figure 6 and 7: Diagrams showing the contrast between the LCC structure and current council structures (Data from Lang, 2014)
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Previous council projects London County Council (LCC) One of the most successful examples of council architects was the London County Council (LCC), established in 1889. The LCC were one of the largest council architect departments, employing over 1,500 people in their prime. They produced postwar architecture to a high level of refinement and ingenuity. Their system allowed guaranteed salaries and anonymity for individual architects, promoting the use of experimental design. The LCC also provided research funding due to their size. Smaller private firms, due to their profit margin and workforce size, could not fund this level of research (Lang, 2014). The LCC produced huge quantities of social housing
LCC to GLC & DECLINE IN COUNCIL ARCHITECTS
One of the reasons for the decline in council architecture departments was the need to cut costs to balance the budgets of local authorities (Lang, 2014). Councils began to outsource work to private practices, leading to the decline of their in-house teams. The LCC went through restructuring in 1965, devolving its powers to the Greater London Council. The aim of the devolution was an attempt to reduce
post-war. The position of the LCC in local authority structure meant they were the bridge between political intentions and local implementation. This allowed the wider context of the city to be considered when making decisions about smaller scale local conditions; “It was a system which worked both top-down and bottom-up” (Lang, 2014). The chief architect, JH Forshaw, realised the necessity of having streams of architects reporting up the chain to a core team of 12 to 16 within each division, who then reported to a higher manager, in this case the chief architect (Lang, 2014).
bureaucracy, but it also led to the powers of the architecture department being diminished. The LCC’s power was divided between the central government and the borough councils. Separating these boroughs created a disconnect between the different sectors. The capacity for implementation was too small compared to the growth of the city and popularity of council architect’s offices decreased, leading the LCC architecture department being dispersed.
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Social Housing in the 20th Century An example of post-war housing is the Alexandra Estate, an expansive development situated in the Camden Borough, designed by Neave Brown for Camden Council. It was overseen by the Borough architect at the time, Sydney Cook, with Brown leading the project. Designing began in 1968 and building finished in 1978 (Lang, 2014). In 1965, the Greater London Council emerged, and 80 boroughs of London were merged into 32 new local authorities. Some architect’s departments suffered loses through this merger, as shifting perceptions meant it became undesirable to work within the
GLC. However, Brown and Cook continued to work within the Camden Council Architects’ Department, experimenting with new forms and typologies (Lang, 2014). Due to the expertise of the council architecture department during this time, Alexandra Estate is considered to be “the last great social housing project” (Boughton, 2019). This could be down to having design-led teams sitting within the council structure, something we hope to replicate with the GMDA.
GLC dissolved
Local Government Powers LCC
GLC
1889
1965
1889
Conservative Labour
Figure 8: Diagram showing how political parties influenced architectural departments within the LCC (Data from Ing, 2019)
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1989
Right: Neave Brown’s Alexandra Road Estate, Camden Council. 37
Advantage: The department was positioned high up in policymaking procedures, facilitating their aspirational projects down the line. This would have not been possible if situated outside of the mechanism of politics.
THE STRUCTURE OF
Disadvantage: There was a naivety in the architecture produced stemming from a lack of unified direction between teams. Each sub-team designed with a sense of experimentalism and autonomy with no cross-team meetings.
1889 - 1965 (PUBLIC AUTHORITY) In order to understand how we should sit within GMCA, it is important for us to understand other precedential city council structures.
1577 STAFF 350 ARCHITECTS
HOUSING DEPARTMENT
ETC.
ENGINEERS DIVISION
STRUCTURAL DIVISION
LCC ARCHITECTURE DEPARTMENT
FORMING COUNTY OF LONDON PLAN
PLANNING
RESTRUCTURING OF THE DEPARTMENT
PIVOTAL ROLE BETWEEN IMPLEMENTATION AND INTENT
DISCONNECT
GENERAL E.G. THEATRES
CHIEF ARCHITECT TEAM LEADER CORE TEAMS OF12 - 16
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SCHOOLS
TEAM LEADER
CHIEF ARCHITECT TEAM LEADER CORE TEAMS OF12 - 16
TEAM LEADER
LONDON COUNTY COUNCIL
POLICY + RECONSTRUCTION + FUNDING + ACTS
UK GOVERNMENT CONSULTATION + ASPIRATION
EDUCATION DEPARTMENT
TRANSPORT
REGULATION + LICENSING
QUANTITIES DIVISION
PARKS + RECREATION
RESEARCH + DEVELOPM.
PROTECTIVE SERVICES
RESEARCH DEPARTMENT FEEDS INTO ALL WORKS
HOUSING
CHIEF ARCHITECT TEAM LEADER CORE TEAMS OF12 - 16
TEAM LEADER
TEAM LEADER SELF-CONTAINED, CREATIVE STUDIO CULTURE
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Hampshire County Architects’ Endeavour School built in 2012 - won the RIBA Regional Award and the RIBA Downland Award (Source: Hampshire County Council, 2012) 40
Existing + Reinstating Council Architects ‘Anyone dealing with local authorities over the past few years will have noticed the chronic lack of skills and professional capacity in their technical teams. To hear that this is getting worse is really worrying and will become an even bigger drag on development.’ - (Pringle, 2019) Many councils are still hiring private practices, although some are beginning to realise that shortterm savings are making long-term costs, due to the cutting of corners and lack of proper consultation with design-based teams (Lang, 2014). In response to this some authorities are beginning to produce successful projects in collaboration with reinstated architectural departments.
In 2015, Croydon Council were one of the first to reinstate their own in-house architecture department, a decision fuelled by the need to create socially conscious developments within the community. They began by increasing the “number of designtrained officers, including architects over a number of years in the face of a challenging budget landscape” (Pitcher, 2019).
The number of ARB registered architects working for councils has fallen by 9.7% since 2015, from 421 to 380 in 2019 (Pitcher, 2019). 24 councils across England have gone from having at least one architect in 2015 to having none today. Hampshire County Architects is currently the largest county architects, with 42 registered architects; but even they have seen a decrease in this number in recent years. The loss of council architects is down to the increasingly difficult financial landscape (Pitcher, 2019). In spite of the increase of planning fees in 2018, architects numbers within councils have remained low, as councils have insufficient funds for architecture departments (Pitcher, 2019). Hampshire County Architects have been established since the mid-1970’s, with a strong reputation for building schools. The council has received multiple awards for its schemes.
Norwich City Council, working with practice Mikhail Riches, have been awarded a prize for their revolutionary social housing scheme, Goldsmith Street. Instead of selling the land to private developers, the council decided to keep it and work on it themselves in collaboration with the private practice. This led to an innovative, creative and environmentally friendly social housing scheme, which has been praised by architecture critics (Marrs, 2015). In our proposal as the GMDA, we aim to bridge the gap between councils and architecture once again. Reinstating design teams within GMCA to create informative and creative projects that add social value and long-lasting quality to the city region.
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Figure 9: Graph showing the number of ARB registered architects in local authorities in the UK (Data from Ing, 2019)
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Falkirk Council (Scotland)
3 10
Aberdeenshire Council (Scotland)
7 8
Renfrewshire Council (Scotland)
77 77 77 7
Brighton & Hove Council (South West)
Angus Council (Scotland)
7 8
Inverclyde Council (Scotland)
7 10 8
Perth & Kinross Council (Scotland)
6 8
Aberdeen City Council (Scotland)
8
The City of Edinburgh Council (Scotland)
10
Derbyshire County (East Midlands)
6 8
Portsmouth City Council (South West)
9
Dundee City Council (Scotland)
8
South Lanarkshire Council (Scotland)
6 99 9
Fife Council Property Services (Scotland)
10 11
North Ayrshire Council (Scotland)
13
North Lanarkshire Council (Scotland)
Lancashire County (North West)
The Highland Council (Scotland)
Glasgow City Council (Soctland)
Hampshire County Council (South East)
44 42
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18
67 6 5
Mikhail Riches working with Norwich City Council - their scheme has been a great feat in promoting architects working with the council. (Source: Darcstudio, Mikahail Riches, 2019) 43
Public + private architects
It is important to learn from the successes of private practice as the industry begins to refine its internal structures to promote efficiency and collaboration. Public practice, although lucrative and powerful in the past, has a negative reputation based on the demise
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of the LCC and its fragmented operation. Inspired by the political authority inherent in the LCC’s structure and the refined operation of ARUP’s multidisciplinary network, we hope to establish a new form of public practice that will survive in a contemporary climate.
Th
e
In
y tr
du s
90%
10% Private
Public
Figure 10: Diagram illustrating the proportions of architects working in private and public practice (Data from Ltd, 2019)
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OVE ARUP & PARTNERS LEADERSHIP TEAM
THE STRUCTURE OF
OPERATES IN 3 - 5 YEAR TERMS VOTED IN BY TRUSTEES
(MULTIDISCIPLINARY LIMITED LIABILITY COMPANY)
REGIONAL LEADER
Advantage: ARUP architecture has a presence in all design teams within their multidisciplinary structure. Their unique skills are employed by others when required. Individual architecture teams in different offices collaborate and meet at conferences as the global network expands.
EAST ASIA REGION
AUSTRALASIA
Disadvantage: There is no architectural representation in the leadership team which informs the direction of the firm and the guidelines all teams must adhere to. The firm has somewhat of a corporate agenda taking on a few projects with a dubious moral stance. RESEARCH DEPARTMENT SET UP TO EDUCATE STAFF AND ESTABLISH SPECIALISMS
REGIONAL LEADER
REGION
ETC.
ETC. UK BELFAST
UAE DUBAI
ARUP
UNIVERSITY
ARCHITECTURE DEPARTMENTS IN ALL REGIONS COLLABORATE TO CREATE GLOBAL ARCHITECTURE PRESENCE
STRATEGY & RESEARCH
ETC.
RESEARCH FED INTO LIVE PROJECTS
SCIENCE LEADER
MANAGEMENT TEAM (E.G. SECRETARY) 46
PROJECT MANAGEMENT
MASTER PLANNING
SPORT LEADER
ARCHITECTS
ARCHITECTS
ARCHITECTURAL ASSISTANTS
ARCHITECTURAL ASSISTANTS
NO ARCHITECTURE SPECIALIST PRESENT IN LEADERSHIP BOARD
GROUP BOARD
CHAIRMAN
REGIONAL LEADER
REGIONAL LEADER
REGIONAL LEADER
UKIMEA REGION
EUROPE REGION
AMERICAS REGION
OFFICES
ETC.
ETC.
UK MANCHESTER
UK LONDON
TEAMS WITHIN LONDON OFFICE
ARUP ARCHITECTURE
TRANSPORT
ARCHITECTURE STAFF EMPLOYED TO INFORM OTHER TEAM’S PROJECTS
LEADER
ETC.
STRUCTURAL ENGINEERING
MECHANICAL ENGINEERING
COMMERCIAL
LEADER
ARCHITECTS
ARCHITECTS
ARCHITECTURAL ASSISTANTS
ARCHITECTURAL ASSISTANTS
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THE STRUCTURE OF
(PRIVATE LIMITED COMPANY) Advantage: The model established by Public Practice encourages architects to pursue a career in the public sector by providing temporary yearlong placements with local authorities. The authority benefits from expertise in the private sector, increasing the quality of the designs produced. The associates are constantly fed into a research and development program on the side, increasing specialist skills. Disadvantage: The scheme currently relies on money from private partners and the associate cohort is replaced every year, meaning it isn’t a viable model if we wanted a long-term practice culture to be established. The practice operates outside of the local authorities, meaning they are somewhat detached from policy decision-making.
CO-FOUNDERS POOJA AGRAWAL AND FINN WILLIAMS
LOCAL AUTHORITIES PUBLICLY-LED DELIVERY VECHILES DEVELOPMENT CORPORATIONS COMBINED AUTHORITIES HOSPITALS
PUBLIC AUTHORITY
90% TIME WORKING IN HOST AUTHORITY
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PRIVATE SECTOR 12%
THIRD SECTOR 17%
LOCAL AUTHORITIES
58% INCOME PLACEMENT FEES £5000 - £7000 PER PLACEMENT
PARTNERS
PUBLIC SECTOR 13%
INFORMS RESEARCH / NOT INVOLVED IN EMPLOYMENT
42% INCOME DONATIONS
PLACEMENTS SENT TO WORK IN COUNCILS
LEADERSHIP BOARD
DELEGATES DAY-TO-DAY RUNNING OF ORGANISATION
CHAIR
5 DIRECTORS
2 BOARD ADVISORS
GLA EMPLOYEES
2 CODIRECTORS
MANAGEMENT TEAM
RESEARCH
2 PLACEMENTS RUN A YEAR - TEMPORARY
ASSOCIATES COHORT 84 PARTICIPANTS
COORDINATOR
PROGRAMME OFFICER
DIRECTOR OF OPERATIONS
PLACEMENTS MANAGER
10% TIME IN TRANSITION SCHEME
R&D PROGRAMME
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Learning from existing structures + DEVELOPING THE GMDA INFLUENCED BY ARUP + THE LCC We want to adopt a circular process between research and practice, as we believe it has improved the quality and integrity of the work produced by the LCC and ARUP thus far. This structure also informs part of our practice’s USP, generating staff specialisms and detailed, internal knowledges of the boroughs.
FEEDING INTO PRACTICE
RESEARCH
PRACTICE
FEEDING INTO RESEARCH
INFLUENCED BY THE LCC
CHIEF ARCHITECT
The newly developed specialisms would inform the structure of the department, with each architect taking on work focused around a particular borough or a particular sector of architecture. To avoid the detachment between teams, demonstrated within the LCC, all architects must collaborate in weekly meetings and cross-sector discussions.
SECTORS/ SPECIALISMS
DISCUSSIONS MEETINGS CRITS PRESENTATIONS
GMCA DEPARTMENTS
INFLUENCED BY ARUP The architects, acquiring different specialisms, will then be called upon by other departments within the GMCA to collaborate on projects when they need a particular knowledge base. This allows for an architectural input into a wide range of discussions, as seen in the workings of ARUP. 50
TEAM 1
ARCHITECTS
TEAM 2
TEAM 3
MAYOR ARCHITECTS
INFLUENCED BY THE LCC The architecture department will be situated directly below the central powers within the GMCA, reflecting the structure of the LCC. This enables an architectural influence over policy making during committee meetings higher up the hierarchy.
ARCHITECTS
INFLUENCED BY PUBLIC PRACTICE Due to the initial small scale of the practice, part 1s and 2s won’t be required in a full-time capacity, however, to ensure the progression of students into local authorities, the department will operate a scheme for graduates, much like public practice have already done for practitioners. This scheme facilitates work experience within the council, allowing students to shadow one of our architects.
LOCAL
AUTHORITIES
PLACEMENT
PART 1 + PART 2
PRACTICE
IDEAS TAKEN FORWARD IN THE FORMATION OF THE GMDA 51
CHAIRS MONTHLY MEETINGS
THE CURRENT STRUCTURE OF THE
The structure of the GMCA is headed by the mayor and his selected cabinet of consultants. Monthly meetings between these parties and the subcommittees result in the delegation of money to the various departments. Advantages: Devolved powers in the NHS, the police department and the fire department have granted the GMCA greater flexibility in their spending, directly informed by local expertise. Disadvantage: The combined authority lacks any significant architectural expertise, with those having an architectural background falling low down in the hierarchy. This leaves them powerless when attempting to inform policy.
GM ELECTED MAYOR
FIRE COMMITTEE
CREATES FIRE POLICY ON BEHALF OF GMCA DELEGATION
GMCA CHIEF EXECUTIVE
CHIEF FIRE OFFICER
GMCA TREASURER
GMCA MONITORING OFFICER
FINANCE & AUDIT CONTRACTS, COMMISSIONING & PROCUREMENT PAYROLL & PENSIONS GM WASTE DISPOSAL
ETC. CURRENT MAYOR ANDY BURNHAM IS IN CHARGE OF DELEGATING THE GMCA BUDGET 52
SCRUTINY COMMITTEE
15 MEMBERS APPOINTED BY GMCA FROM ELECTED MEMBERS OF CONSTITUENT COUNCILS TO SCRUTINISE THE DECISIONS MADE
THE MAYOR’S CABINET
SELECTED BY MAYOR FOR GMCA
DISCHARGE OF GMCA FUNCTIONS CORRESPONDING WITH SECTION 101 LOCAL GOVERNMENT ACT 1972
H&SC STRATEGIC PARTNERSHIP BOARD
TFGM COMMITTEE
POLICY DECISION MAKING
10 ELECTED MEMBERS OF CONSTITUANT COUNCILS
CREATES TRANSPORT POLICY ON BEHALF OF GMCA
DELEGATION
JOINTLY ACCOUNTABLE FOR THE H&SC TRANSFORMATION FUND
CHIEF HEALTH OFFICER
TFGM CHIEF EXECUTIVE
GMCA DEPUTY CHIEF EXECUTIVE
THE NHS, SOCIAL SERVICES, COMMUNITY GROUPS, COUNCIL INTO SINGLE ORGANISATION
ETC.
CHIEF RESILIENCE OFFICER EXECUTIVE DIRECTOR OF POLICY AND STRATEGY
LOW IN HIERARCHY
ARCHITECTURE
CHIEF RESILIENCE OFFICER
PLANNING + HOUSING
POLICE, CRIME, CRIMINAL JUSTICE & FIRE
RESEARCH
CHIEF ECONOMIC ADVISOR DIRECTOR OF LAND & PROPERTY
ETC.
ETC.
TFGM FRONTLINE
GM NHS 53
CHAIRS MONTHLY MEETINGS
THE PROPOSED STRUCTURE OF THE
GM ELECTED MAYOR
FIRE COMMITTEE REPRESENTATIVES FROM GMDA
CHIEF ARCHITECT
GMCA CHIEF EXECUTIVE CHIEF ARCHITECT DELEGATES VARIOUS REPRESENTATIVES FROM THE DEPARTMENT OF ARCHITECTURE TO PARTICIPATE AND INFLUENCE RELEVANT COMMITTEE MEETINGS WITH THEIR EXPERTISE CHIEF FIRE OFFICER
GMDA HAS NO STATUTORY OBLIGATIONS, MEANING POLICY WILL BE INFLUENCED ELSEWHERE
GMCA TREASURER
GMCA MONITORING OFFICER
FINANCE & AUDIT CONTRACTS, COMMISSIONING & PROCUREMENT PAYROLL & PENSIONS GM WASTE DISPOSAL THE GMDA IS SPLIT INTO
GMDA RESEARCH
GMDA 54
RESEARCH FEEDS INTO ALL PROJECTS
SEVERAL CONSULTANCY TEAMS SPECIALISING IN SPECIFIC SECTORS AND COLLABORATING WITH THE OTHER DEPARTMENTS ETC. WHEN WORK / MONEY BECOMES AVAILABLE
MEMORANDUM OF UNDERSTANDING GRANTS £6 BILLION HEALTH & SOCIAL CARE PROVISION
GM THE COMBINED MAYOR’S AUTHORITY CABINET
H&SC STRATEGIC PARTNERSHIP BOARD
TFGM CHIEF EXECUTIVE
CHIEF HEALTH OFFICER
INFLUENCING POLICY
GMCA DEPUTY CHIEF EXECUTIVE
TFGM COMMITTEE
ETC.
CHIEF RESILIENCE OFFICER
UTILISING PART OF BUDGET FOR ARCHITECTURAL EXPERTISE AND PREVENTATIVE MEASURES
EXECUTIVE DIRECTOR OF POLICY AND STRATEGY PLANNING + HOUSING
CHIEF RESILIENCE OFFICER
RESEARCH
POLICE, CRIME, CRIMINAL JUSTICE & FIRE CHIEF ECONOMIC ADVISOR
ETC.
DIRECTOR OF LAND & PROPERTY
ETC.
TFGM FRONTLINE
GM NHS 55
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03
Research
Informing our approach to design
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Our approach to research
We are living in a time where there are constant challenges to the way politicians operate, sparking debate on the exercise of democracy. Design can improve how democracy operates, and we believe the time is now to integrate policy and design thinking.
The region of Greater Manchester sits in a unique political position through devolution powers from central Government, allowing the GMDA to begin this process of integration.
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POLICY INFLUENCE
Statutory Policy Committees
GMCA
DIGITAL CITY REGION
GREEN CITY REGION
HEALTH + SOCIAL CARE PARTNERSHIP
RE
T AR DEP
M E NT OF AR
CH
IT
E
U CT
YOUNG PEOPLE + SOCIAL COHESION
We are proposing that members of our team will sit, as expert clients, within statutory bodies; to give advice and influence policy making. Using our expertise not only as Architects but as heads of our specialisms. This configuration allows us to contribute to and influence policy making, without the burden of outputting statutory policy. Figure 11: Diagram illustrating how members of our team influence policy making (Author’s own)
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A seat at the table
By making sure we have a seat at the table, we are ensuring that our knowledge and expertise is properly valued, and is used to inform the next level of policy making. By sharing our skills, we are not only enhancing the built environment, but embedding the role of the Architect within the policy making process.
Figure 12: Diagram showing how GMDA architects influence policy making (Author’s own)
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Strengths
How can better buildings reduce Government costs?
Within GMDA, we believe that by creating a higher-quality built environment, we can pre-emptively address some of the issues facing society today, and therefore reduce government spending in the long run. By taking a pre-emptive stance, we are tackling the root of problems, instead of applying a band-aid solution approach. To illustrate how this would work within Greater Manchester, we are looking at the contentious case study of The Crescents in Hulme, a social housing scheme developed by the city council in the 1970’s. The scheme cost £6M to build in today’s money, but was only habitable for 12 years. This does not take into account the cost of policing the area, the associated health costs caused by bad quality building or demolition costs. By performing a SWOT analysis on this scheme, we can identify where our role could have prevented several of the shortcomings which lead to its downfall.
Weaknesses
Opportunities
Threats
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Data sourced from: https://manchesterhistory.net/manchester/gone/crescents.html
Location Close to the city centre, providing opportunities for jobs , retail etc. Investment The City Council invested the equivalent of £6million in today’s money into The Crescents. Architectural potential The scheme presented a clean slate in terms of architectural style. Wilson and Womersley, who also designed the Arndale Centre, where the project Architects for the scheme. Removing existing housing The embedded carbon represented by this housing stock needed to be fully considered before deciding to remove it. Retrofit options should have been full considered before it was demolished. Families who called Hulme home for generations were relocated into overspill estates outside of the city due to the demolition of the existing streets, resulting in the fracturing of communities.
Vulnerable communities Many families who were initially moved into the Crescents had already been relocated several times. Steps needed to be taken to understand the needs and wants of these people. Designing family-friendly housing Considerations were not given to how families operate, for example the lifts rarely worked, meaning parents had to carry children, a buggies and shopping up stairs. New building technologies Emerging technologies, if properly researched and installed, should have improved the quality of the building. Restructuring Hulme as a neighbourhood The opportunity to remove the last of the Manchester’s slum areas and create a new vibrant district. Improve residents quality of life The development offered many residents their first experience of inside toilets, running hot and cold water, electric lights and communal green space. Emerging oil crisis Full analysis of the political climate at the time would have informed architectural decisions, such as the burgeoning oil crisis which resulted in the high cost of fuel, meaning many residents could not afford to turn on their underfloor heating. Cost and time pressures Pressures from central government meant that design choices were made, such as using concrete, due to cost and time pressure. Instead of ensuring the best quality of architecture was created that benefited the community, the scheme turned into a big system build that maximised the number of units per square foot.
What would the GMDA have done differently? A stronger vetting of the project Architects by GMDA would have shown that the Architects selected had a poor history with social schemes. GMDA would have ensured participative workshops were organised by the project Architects with future resident’s in the predesign stages, so that they understood the actual needs of the community.
Regular inspections from the GMDA would have ensured that critical elements were not incorrectly installed or left out altogether.
Proper site analysis and understanding of the area, which would be covered by a GMDA borough specialist, would have flagged potential issues such as the isolation due to the location of two main highways either side of the development. Part of our role in the GMDA is to ensure that social value remains within schemes, and they are not purely profit driven. 63
“The wider determinants of health are a diverse range of social, economic and environmental factors which influence the people’s mental and physical health. Systematic variation in these factors constitutes social inequality, an important driver of the health inequalities” (Gov, 2018) 64
Preventative design research
Poor quality spaces result in increases in antisocial behaviour, amongst other negative effects.
“Massive urbanisation can negatively affect human and environmental health� (Taylor-Foster, 2013)
With more than half of the world’s population living in urban areas, a figure set to rise exponentially by 2050 (Taylor-Foster, 2013), it is more important now, more than ever that we move towards a greater understanding of how our urban homes affect our health and well-being. If we can design better homes, streets, neighbourhoods and cities, then
perhaps we can enhance the lives of each person inhabiting Greater Manchester, and along the way reduce the burden on the NHS and social care systems. We can also build a city that we are all proud of, and that reflects the strong architectural and industrial heritage of Manchester. The money saved by using our preventative design processes can then be reinvested into our city and its healthcare systems, leading to greater success in the future.
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es
ig
rc
Pr ev en
ta
ti v
e
D
ea es R n
ctio hA
pa
c
G
e si d Mr
Better quality greenspaces within the city
ents
fe
i
m
r fo ts
ns
Lower levels of obesity and higher social intergration
Re a
l li
Higher levels of attentiveness resulting in increased learning levels
Improved Infrastructure results in reduced car use citywide
Better school design
Better overall quality of life resulting in reduced mental health issues
Reduced cases of childhood asthma and lung problems
Improved housing quality and stock
Figure 13: Diagram Illustrating demonstrating how improving the built environment can improve GM residents’ lives (Author’s own) Data sourced from: https://www.wellcertified.com/
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Who benefits?
Social
Financial
NHS
Policing + Crime
Communities
The Economy
Figure 14: Diagram showing the financial and social benefits from our work at the GMDA (Author’s own)
By establishing a quality review over what is getting built in Greater Manchester, and providing a clear idea - based on research - on what needs to be built, we can ensure that the city is meeting its resident’s needs. This can mean clean air, quality places to live, places to run and exercise, green urban space, improved sustainable infrastructure to light conditions and quality building materials. Improving the cityscape for the future also has knock-on benefits for other government and thirdparty organisations. Using architectural solutions, we
can encourage people to live more active, full lives. A reduction in sedentary lifestyles will mean that the growing burden on the NHS (fuelled by poor life-style choices and an epidemic of type-2 diabetes, cancer, obesity and heart disease) will be reduced as the population of Greater Manchester moves towards a brighter future. The money saved through these preventative measures, further explored in Journal 2, can then be reinvested into Greater Manchester. 67
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04
Finance
How we approach business
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Existing financial models
In order to understand how to structure our funding model for development in Greater Manchester, we have first analysed how local authorities usually fund development, and delved deeper into the GLA’s financial structure. The insights gleaned here are crucial to realising our aspirations as the GMDA. Local Authorities Financial Structure The funding structure of local authorities enables their departments to gain additional funds for development projects by submitting bids to the council’s Capital Board. Prior to the bid, departments generally gather as many funds as possible for the projects from multiple sources, such as the department’s own money or LEP and EU funds, as it increases their chances of passing the evaluation and winning the bid. The Capital Board evaluates the proposed bids and if bid is successful then the money will be granted, with conditions attached.
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GLA Financial Structure The Good Growth Fund is an initiative of the London Mayor. It allows both borough councils and organisations, such as charities, to receive funding for construction projects provided they promote ‘good growth’. The fund receives applications which are appraised and moderated by a panel of GLA officers and the London Economic Action Partnership, with a final decision taken by the Mayor. If the application successfully meets the criteria, then funding is available for up to 50% of the total project value, known as match funding. The other 50% is raised privately by the applicant. The grants have conditions attached to them, including design reviews from panels of the Mayor’s Design Advocates. Additionally, there may be specific conditions to ensure the funding achieves long term public benefits. If the project violates the terms of the agreement by not complying with conditions, then funding can be withdrawn.
Local Government
Central Government
Capital Board
Good Growth Fund
£
£
Money bid on by council departments
Money bid on by local organisations
Dept
Dept
Dept
Department Bids
Grant Agreement
Projects have time restraints Conditions vary but may include public benefits such as a specific number of jobs to be created by the development Reviewed by councillors
Figure 15: Diagram showing how the bidding system works (Author’s own)
1
2
3
Organisation Bids
Grant agreement
Grant funds up to 50% of the total project value Mayor’s Design Advocates provide design advice with quality reviews from the investment stage Promotes good growth in a way that works with the physical character of London and advocates for quality in the built environment The maximum grant awarded is £5m
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HOW WE DIP INTO GMCA FUNDING
GMCA
Devolved funding
Crime and Policing
Fire and Rescue
Housing Investment fund
NHS
Small proportion of finance put aside for bids
Grant Agreement The Grant funds up to 50% of the project. The GMDA will provide compulsory design advice to make sure projects meet our quality requirements Projects must add social value Projects must consider the wider determinants of public health using preventative design to reduce the costs of the NHS and other services contributing to the fund Individual grants will not exceed 5% of the yearly fund. Figure 72 16: Diagram showing how the pot of money is funded (Author’s own)
Pot of Devolved money
Money bid on by boroughs and charities to fund public projects
HOW THE INVESTMENT WORKS
1. Funds are invested in
Im
e nt
Inv es t
em ov pr
m e
nt
public projects
2. Immediate value is
created both socially and in the improved public realm
3. Long-term financial
returns allows for further investment with our research continually improving the process for the next cycle
Investment ReFigure 17: Diagram illustrating how money is reinvested, generating further value (Author’s own)
Our business aim is to break with the current model of design in the construction industry, where value is considered on a cost first basis. Instead, we will invest in the wider determinants of public health with emphasis on social and physical well-being. We have chosen to use match funding, with up to a 50/50 split, which represents our equal stake in the project design. The funding structure of the GMDA does not use fees. Instead, the department manages a combined fund of money from the GMCA’s devolved organisations. By using informed design to prevent future costly problems, we focus on long-term financial gains for the GMCA through a reduction in costs to the NHS and other departments. This long-term approach also means that the profit doesn’t rely on the state of the construction industry. Furthermore, a proportion of projects will be in collaboration with the boroughs, in which case the they will receive the traditional development profits in addition to the previously mentioned long-term financial gains. We can be sure there is a demand for public projects as the UK new orders market was valued at just over
£113 billion in 2018 (Integrity Software Webmaster, 2018), of which publicly funded projects were valued at £27.7 billion, 24.5% of the market. As the northwest makes up around 7% of the construction employment market, we estimate £1.9 billion in public investment. Infrastructure has seen public investment become larger than private for the first time in 22 years (ONS, 2019). Compared to other sectors, this investment is predicted to experience “by far the biggest annual average growth (5.4%)” (ONS, 2019). Public housing also experiences a steady stream of construction, which has increased from £3.3 billion in 2008 to £5.8 billion in 2018 (ONS, 2019). We also speculatively predict that this sector, as well as public infrastructure, healthcare institutions and schools will see increases in investment as the political landscape changes. The Conservative government’s 2019 election claims to end their policy of austerity (Woodock, 2019) and build hospitals, alternatively the Labour party’s election campaign is for large scale investment in public institutions and green infrastructure, including an “additional £250 billion over 10 years” (McDonnell. N.d). 73
Practice finance FULL TIME STARTING SALARIES Total £497,000
Starting salary
Salary growth band
Head of Department
Head of Research
Architects
Office Manager
10
20
30
40
50
60
70
80
90
100
Salaries per annum (£000) Figure 18: Graph showing GMDA salary bands (Author’s own)
Head of Department
Head of Research
Architects
Base Salary: £65,000 (Band 6) Income Tax: £13499.4 Employer’s NIC: £7778.68 Employer’s Pension: £1049.75 Employee’s NIC: £5,266.56 Employee’s Pension: £5525 Employee’s Pension Tax Relief: £2210 Net Salary: £42,919.04
Gross Pay: £45,000 (Band 5) Income Tax: £6499.8 Employer’s NIC: £5015.92 Employer’s Pension: £581.4 Employee’s NIC: £4361.76 Employee’s Pension: £3060 Employee’s Pension Tax Relief: £612 Net Salary: £31,690.44
Base Salary: £36,000 (Band 4) Income Tax: £4699.8 Employer’s NIC: £3774.68 Employer’s Pension: £465.12 Employee’s NIC: £3282.24 Employee’s Pension: £2,448 Employee’s Pension Tax Relief: £490 Net Salary: £26,059.96
Total: £73,828.43
Total: £50,597.32
Total: £40,239.8
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Salary projections
Part of our ethics ethos is paying our employees fairly for the value they have created. However, wages are limited to some extent as we are a governmental organisation funded by tax payers’ money. Therefore, in order to be consistent with the rest of the GMCA we will use the existing band structure (GMCA, 2019). In year one, the projects and research will be in the early stages, therefore we will not be profitable for the GMCA and could be viewed as operating on a loss financially. However, in the following years we will be able to establish our research and post-occupancy evaluations, which will prove our worth and quantify the savings we will make to the NHS and other devolved powers. Therefore, our staff will start at the bottom of their respective salary bands with an increase in their wages as value is proven.
2019
GMDA established Salaries at lower end of band
2020
Projects in early stages
2021
Post-occupancy evaluations begin
2022
Research proves value added Increase in salary
2024
Post-occupancy proves savings for devolved funds Increase in salary
2026
Size of department increases adding further managerial responsibilities. Increase in salary
Full time staff occupy four positions; the Head of Department, the Head of Research, Architects, and office manager. As the department expands, and Boroughs have teams rather than individuals, new positions with more responsibilities will appear, thereby increasing the salary band of the managerial positions. On a consultant basis we employ specialists parttime, in addition to Part and Part II students, who can work for us on a short-term basis. These employees are paid an hourly wage informed by the GMCA pay structure. Tasks such as Finance and Human Resources are outsourced to the respective departments in the GMCA. 75
Financial considerations
In order to maximise our department’s financial efficiency, our main offices are housed in Manchester Town Hall with Manchester City Council. This reduces the department’s overheads, in addition to enabling us to work closely and efficiently with council departments such as Infrastructure, Strategic Planning and Development Control. Additionally, as all of GMDA’s projects are inherently in the local area, this limits travel and other expenses. A problem for professions in the construction industry are the fluctuations in work and the predicament of having excess staff for the quantity of projects. This level of unpredictability has a volatile effect on many architectural practices, making them contract and expand with the industry. Therefore, in order to provide
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our staff with stability and limit our reliance on the state of the construction industry, the GMDA have built in flexibility through our research programmes. Not only does our research allow us to continuously improve our design guidance, having this additional source of work increases our tolerance for fluctuations within the construction industry and economy as a whole. On an individual basis, staff are able to accommodate change, increasing or reducing the proportion of their time spent on research depending on the work available. This allows GMDA staff to contribute positively even during lulls, thereby bringing better value to future projects and increasing our resilience.
Managing workflows for resilience
Normal workflow
Lull in the construction industry
High demand for construction Proportion of time working on research Proportion of time working on design
Figure 19: Graph illustrating the GMDA’s resilience to economic fluctuations in terms of workflows (Author’s own)
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Insurance The purpose of Professional Indemnity Insurance is to provide businesses with protection against liability from claims of professional negligence. The GMDA, as a department with registered architects, is compliant with Standard 8 of the Architects Code – Standards of Conduct and Practice (ARB) which provides that: “You are expected to have adequate and appropriate insurance cover for you, your practice and your employees. You should ensure that your insurance is adequate to meet a claim, whenever it is made. You are expected to maintain a minimum level of cover, including run-off cover, in accordance with the Board’s guidance.” (ARB, 2017). While the GMDA have an advisory role in the design of buildings, we will not be issuing any drawings
or providing instructions to contractors. We will therefore use a net contribution clause to reduce our liability to our proportional impact on the project. This clause allows the GMDA to limit our liability to the proportion of the works for which we alone are strictly responsible and not that of any other consultants or the contractor. It therefore protects us from the acts of others that the client has appointed to the project. In addition, as recommended by the RIBA (RIBA, 2016), we have notified our insurance agency that we undertake Post Occupancy Evaluation so that our insurance reflects and appropriately covers this. The GMDA also holds Employer’s Liability Insurance against the personal injury of our employees.
Net contribution clause
Contractor
GMDA
Architect
Sub Contractor
Figure 20: Diagram illustrating a net contribution clause (Author’s own)
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Tax As part of the GMCA we are exempt from corporation tax, as we are not within the Corporation Tax Acts’ definition of a company (HMRC, 2019). Furthermore, the GMDA do not engage in ‘business activities’ within the scope of VAT, as while the GMDA aim to bring the GMCA long-term financial benefits in the form of cost reductions to other departments, we do not receive fees in return for our services. VAT Notice 749 provides the following guidance;
C
“Because VAT is a tax on transactions, individual circumstances need to be considered according to their facts. But the general rule is that where a public body is funded by way of public expenditure to do something for the public good, it’s unlikely to be engaging in business activities for VAT purposes. Such activities are outside the scope of VAT.” (HMRC, 2019).
tion Tax Exe ora mp p t or GMCA
GMDA
Delivery Partners
GMDA
Figure 21: Diagram illustrating how tax effects the GMDA (Author’s own)
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Risk Management
The GMDA have identified 5 risks that pose potential difficulties for the department, and have designed into the business various methods to reduce the impact. In the event that the department encounters a problem it will be recorded to allow us to understand the impact of the event and why it occurred. By doing this the GMDA will have references for any future problems.
the culture of long hours is no longer an option and they find themselves held back (Jessel, 2018). We therefore aim for a flexible working arrangement with our staff working 37.5 hours a week, distributed as the employee deems suitable. By allowing our staff to accommodate their individual activities around their work schedule, there should be a reduced risk of employee turnover or tardiness.
Regarding some of the most likely risks, such as loss of employees, the GMDA predict great staff retention due to our investment in quality extending to our staff’s lives. We are ethically concerned with providing equal opportunities. Recent surveys show that inflexible work arrangements disadvantage female architects returning from maternity leave, as
If a member of staff is on an extended leave, such as maternity or sabbatical, we issue a temporary contract which provides opportunities for people to try out the role. In order to maintain consistency and quality we have the new employee attend meetings etc. with the staff member going on leave in advance as to make the transition as seamless as possible.
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Risk Probability High Probability Employee is unable to work for an extended period of time Lull in construction work
Employee resigns suddenly
Change in government
Project does not comply with the conditions of the grant agreement Low Probability
Mitigation and Impact High Impact GMDA will have to fill the position quickly and will aim get the new employee to attend meetings etc. with the person resigning in advance so there is a transition period. We accept this may not always be possible. We invite local practitioners to take the role on a consultancy basis providing opportunities for them to try out the job. More than one person is on every project so there should be no gap in knowledge. We monitor the value we add socially and financially to the GMCA thereby reducing the likelihood a new government could justify cutting the department Increase time researching and focus on organizational learning for future projects Project funding is withdrawn. Legally binding agreements are in place to take back money. Low Impact
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05
Our Work
How we gain work and clients
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Winning Work Our approach to gaining work is unique to our position within Government. As we control a pot of devolved government funds, we ask councils, private businesses and charities to bid for this money. We decide which project is most socially viable and distribute the funds accordingly.
Matched Funding
Pot of Devolved money
GMDA
ÂŁ
Bid
District Councl
84
Public Sector
Charities
Figure 22: Diagram illustrating how the bidding process works (Author’s own)
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HOW WE WIN WORK
Department of Architecture
Boroughs
BOLTON
SALFORD
ROCHDALE
Shopping Centre
BURY
STOCKPORT
WIGAN
Transportation Links
TAMESIDE
MANCHESTER
TRAFFORD
Affordable Housing
Example Bids
Deciding on the winning bid Specialists that relate to the chosen project will then work on the winning bid, providing valuable research to enhance the project and ensure the end building is high-quality. Figure 23: Diagram illustrating how the bidding process works (Author’s own)
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WINNING BID
OLDHAM
ROCHDALE BURY
BOLTON
OLDHAM
WIGAN
SALFORD TAMESIDE
TRAFFORD
MANCHESTER
STOCKPORT
Figure 24: Map of the Greater Manchester Region (Author’s own)
Attainment of work Charities, third-party sectors and boroughs put together bids for match-funding from the GMDA. Depending on their quality level, what issues they address within the city, provision of services and social value, we then decide on which to take forward. This structure means the GMDA is funded by money from devolved powers such as the NHS, Fire & Rescue and Police & Crime. The partnership between us and these sectors will enhance projects, allowing specialists to contribute their expert knowledge into the design process. In addition to employing architectural firms with the relevant expertise, the GMDA will ask specialists
from other sectors that sit within the council, such as sociologists, paediatricians or data analysts, to contribute their knowledge and guidance. Embedding this knowledge at an early stage in the building design process will ensure value and quality, ultimately helping to reduce overall costs of any future additions or rebuilding. Utilising the bank of knowledge that exists in the GMCA, as well as working directly within the council, will result in quality conscious designs, forging longlasting relationships with clients, boroughs and the public whom we serve.
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06
Marketing
Our outward approach
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Marketing and Branding
The general public have lost faith in the role of the architect and the built environment as a public good. We aim to restore this faith by placing ourselves within the council structure as purveyors of quality within both the built and social environment. Our marketing strategy intends to be forward-facing and ever present within the public realm. We will be on the ground in each district, promoting the sociallyenriched projects that we champion, and help to create. 90
Our initial strategy sees a big push in branding across the Greater Manchester area. The tag-line ‘It’s Time We Went Public’ establishes our position on the architectural profession. Through the integrated QR code embedded within all accessible adverts, people can investigate what we do. Part of our goal is to mediate between districts and council and create a unified community and built environment across all the districts of Greater Manchester.
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Transparency
In order to justify our position and worth within the Public Sector, all of our work and expenditures will be completely transparent. This forward-facing nature aims to restore faith and confidence in the role of the architect in public office. The main benefits for publishing all of our information are as follows:
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• • • •
Negating the long process of Freedom of Information Requests Creating a seamless communication between cyclical political parties Third parties have access to information in order to enter the bidding process Proves our worth and reduces risk of cuts to our department in times of economic downturn
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“Participatory design is an approach to design attempting to actively involve all stakeholders in the design process to help ensure the result meets their needs and is usable. Participatory design is an approach which is focused on processes and procedures of design and is not a design style� Definition sourced from: http://participateindesign.org/approach/what
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Consultations + Participative Design
Community engagement through participative design can enrich the quality of the built environment
As part of our job roles within the GMDA, we each act as borough Architects. This ensures that we are engaging constantly with communities within our districts, and have in-depth, thorough knowledge of the areas we work within. It also means that we can form important relationships with community members, neighbours, local businesses, charities and third-sector organisations - understanding the real needs of the boroughs and how proposed projects will actually work within the existing built environment. From our position in the GMDA, we have recognised
the power and importance of community engagement at every level of the design process. If architects are to design quality buildings that enhance the lives of residents within Greater Manchester, then they must listen to the wants and needs of said residents, rather than believing that their knowledge is superior to those who they are designing for. As part of this segment of our role, and due to our connections within our Boroughs, we can link project Architects with communities to consul. This will help to promote and arrange participatory workshops, enhancing the design process. 95
Methods & Tools
Process
Principles
Good participatory design depends on three key areas working simultaneously; adhering to core principles, designing a suitable process and applying the right tools and methods. Good facilitation is key to achieving an effective participatory design process. We believe that the role of facilitation belongs to the Architect, due to our strong skill sets in processing information, linking strands of thought and communication. Figure 25: Diagram illustrating where the architect fits into participative design (Author’s own)
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How do we engage with...
communities?
businesses?
charities?
Having a presence in all boroughs.
It’s important that people know who we are, and understand our role in neighbourhood and city development. The more outward facing and connected we are within our boroughs, the more successful we will become as borough Architects.
Figure 26: Diagram illustrating how the GMDA engages with others (Author’s own)
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Figure 27: Illustration showing how the GMDA would use shop fronts (Author’s own)
GMDA Shop Fronts At GMCA we believe that people are disconnected from the built environment that surrounds them, and feel disenfranchised from the designing and planning processes. In order to combat this, we will have shop fronts in each of our Boroughs. These will be pop-up spaces utilise underused Highstreet spaces; where Architects, Planners and other professionals under the GMDA and GMCA can work together- sharing
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ideas and connecting with community members. The informal feel of a shop front will help people become comfortable popping into our ‘shops’, asking advice and allowing us to connect to the communities that surround us.
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The Future
Growing a network
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GMDA: The Prototype
The Greater Manchester Department of Architecture serves as a prototype for a publicly-led practice being established within government. Through research of existing practices within government (the GLA Good Growth Fund) and understanding how present-day council architects work, we have realised there is a gap for a key component in the way public practice works. This could be resolved in an overarching network. We see the GMDA as a prototype of how an architecture department nestled within government could work, in enhancing the overall quality of design in a city. Although a similar structure exists in London, Manchester operates on a different scale and within a differing context. It is important that we acknowledge these differences when using the GLA as a precedent. The first step in establishing the network is integrating a department of architecture into other devolved powers; Sheffield City Region Combined Authority, West Yorkshire Combined Authority, Cornwall, Liverpool City Region Combined Authority, North East Combined Authority, Tees Valley Combined Authority
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and West Midlands Combined Authority. As these other departments begin to establish roots in their own cities, we can begin to establish the overarching network; the Architects Quality Commission. The Commission is a regulator for all architect’s departments inside of devolved powers. The board is made up of the chief architect from each authority. It is an opportunity to discuss what is happening in each city, what key things are affecting architecture and how we can improve departments to work best for the people they serve. Our aim is that the commission will become an influential voice in how cities in the UK develop. This commission will consistently move from city to city, hosted by different Architectural schools, to avoid becoming London Centric. Our hope is that the commission is a test-bed for research which then infiltrates into the work of the Architecture Departments. We believe that the creation of this commission has the potential to change how architects view our cities and engage with people from the ground up.
Figure 28: Diagram illustrating the future network of architecture departments (Author’s own)
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ADVANCING THE NETWORK
+
AUTHORITY QUALITY COMMISSION
Established Authorities
Sheffield City Region Combined Authority
West Yorkshire Combined Authority
Cornwall
North East Combined Authority
Tees Valley Combined Authority
West Midlands Combined Authority
NORTHERN IRELAND EXECUTIVE
SCOTTISH GOVERNMENT
Devolved Governments
WELSH ASSEMBLY
Figure 29: Diagram illustrating how the future network of architecture departments (Author’s own)
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Liverpool City Region Combined Authority
Head of the Commission
CA
CA
CA
CA
CA
Who? - Appointed by members of the Architects Departments on an elected basis.
CA
CA
Who? - Chief Archiects sit on the board, they represent each Authority in the UK
The Extent of the Network Established Authorities Devolved Governments GMDA 105
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Analysis
Evaluating Our Practice
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S SWOT ANALYSIS Using the strategic planning technique of a SWOT analysis, we can identify our strengths and weaknesses within the GMDA, and propose interventions to navigate any future risk.
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W O T
Research Led Design Our design decisions are always rooted in our research and our roles within each community as borough architects. This ensures our projects are high-quality, informed designs. Quality The GMDA is ensuring quality throughout design. Adding a pre-design policy and research in every project will enhance the design. We will also carry out post-occupancy evaluations to constantly learn from our work and make improvements where necessary. Employment Creating more jobs within the council will provide further opportunities for people with specialist skill sets. Our flexible working approach will provide lucrative employment opportunities for those who work part-time or are retuning to work after sickness or maternity leave. Health Benefits The production of good design has a short-term cost, but ultimately will produce a long-term gain. We will see a reduction in failing buildings or a need to rebuild due to our quality design. This will save future resources for the NHS and other devolved arms of the GMCA.
Public Pressure Committing to transparency means that there is little margin for error within the department as everything is publicised. Internal Bureaucracy Work is interdepartmental, which means that working between departments could be slowed down. Borough Bias As each borough has a specialist in one field, this could lead to bias when pitching and delivering projects if not managed in the correct manner. However, systems will be in place to prevent this.
Client Centric Working closely with individual boroughs and specialists in design fields, we ensure that the needs of the public are met. Transparency in all that we do allows the end users to follow building progress. Employment Opportunities The GMDA provides opportunities for architects from private practice to work in the council for a periods of time, building on the private practice model. This sharing of knowledge and experience will only further enrich the field of architecture.
Political Climate The political stance of both the national government and the local authority could affect the funding of ongoing projects. However, the shift would be minimal as the chosen projects will be of the highest social value, something beyond political leanings. 109
PESTLE ANALYSIS Using the framework of a PESTLE analysis, we are seeking to understanding the climate we are pitching our proposal into.
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P E S T L E
Devolution: Further devolution of central powers to the GMCA could assist funding streams, therefore allowing for a greater breadth of projects. Political Climate: As mentioned in our SWOT analysis, the political stance of both the national government and the local authority could affect the funding of ongoing projects. However, the shift would be minimal as the chosen projects will be of the highest social value, something beyond political leanings.
Government Money: The money we rely on will come directly from government. If there is an economic downturn, funding may be reduced or cut. This would affect us if this happens in the short-term, before we are able to amass our research to fully prove our worth as a multidisciplinary department. It is therefore essential that we are guaranteed up to 5 years funding in advance.
Communication: A multidisciplinary design team within the GMCA would help communicate good design throughout the whole of the council, informing and improving design in all areas. This includes research and learning from post-occupancy. Contextualising: From our extensive research teams, we can employ bottom-up learning, taking from the specific expertise and boroughs we work in to make positive and relevant design choices.
Enhancing Research: Technology will help and increase efficiency within the research teams. We would always remain people-focused and use technology in an approachable and appropriate manner.
Contracts: In a scenario where the grant agreement conditions are not met, we are legally able to withdraw the money from the project. This will only ever be used as a last resort.
Targets: We will meet current environmental goals. We will attempt to exceed the current standards of the RIBA at all possible opportunities.
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References
What we’ve read
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Journal 01 Bibliography ARB. (2017) The Architects Code:Standards of Professional Conduct and Practice. London: ARB. [Online] [Accessed on 20th November 2019] http://www.arb.org.uk/wp-content/uploads/2016/05/ArchitectsCode-2017.pdf Boardman, D. (n.d.). The Hulme Crescents. [online] Manchesterhistory.net. Available at: https://manchesterhistory. net/manchester/gone/crescents.html [Accessed 25 Nov. 2019]. Brown, N. and Rigby, A. (1979) ‘Housing, school and community centre, Camden, London. Alexandra Road’ The Architectural Review. 166(990). Documents.hants.gov.uk. (2013). [online] Available at: https://documents.hants.gov.uk/property-services/ PSCaseStudy-EndeavourPrimary-Architecture.pdf [Accessed 15 Nov. 2019]. GMCA. (2019) Pay Policy Statement 2019. Manchester: GMCA. [Online] [Accessed on 20th November 2019] https://democracy.greatermanchester-ca.gov.uk/documents/s2582/Pay%20Policy%20Statement%20 2019%20draft%20for%20Resourcing%20Committee%20-27-09-2019.pdf HMRC. (2019) Local authorities and similar bodies (VAT Notice 749) [Online] [Accessed on 20th November 2019] https://www.gov.uk/guidance/local-authorities-and-similar-bodies-notice-749#section2 HMRC. (2019) Particular bodies: local authorities: introduction. [Online] [Accessed on 20th November 2019] https://www.gov.uk/hmrc-internal-manuals/company-taxation-manual/ctm40855 Integrity Software Webmaster. (2018) The State of the UK Construction Industry: 2018. [Online] [Accessed on 24th November 2019] https://www.integrity-software.net/blog/the-state-of-the-uk-constructionindustry-2018/ Jessel, E. (2018) The parent trap: AJ survey shows architecture struggles with flexible work culture. Architect’s Journal. [Online] [Accessed on 20th November 2019] https://www.architectsjournal.co.uk/news/the-parenttrap-aj-survey-shows-architecture-struggles-with-flexible-work-culture/10036920.article Ing, W. (2019). Fall in number of architects working for local authorities. [online] Architects Journal. Available at: https://www.architectsjournal.co.uk/news/fall-in-number-of-architects-working-for-localauthorities/10040489.article [Accessed 23 Nov. 2019]. Lang, R. (2014). Architects Take Command: The LCC Architects’ Department. [online] Volume. Available at: http://volumeproject.org/architects-take-command-the-lcc-architects-department/?fbclid=IwAR15EtLz06c lVdeEqDZq_5L8m41qbkbe2fCYpjSuu9Y2IsoOTGH1apak2WU [Accessed 26 Nov. 2019]. 114
Ltd, A. (2019). Choosing an Architecture Practice | AllAboutCareers. [online] Allaboutcareers.com. Available at: https://www.allaboutcareers.com/careers-advice/looking-for-a-job/choosing-an-architecture-practice?fbcli d=IwAR0Md2brRlll7nU_UbfuN9eywO-HufXLPIpHQ8WGQ7ColBk5vA7ToNBEWIY [Accessed 28 Nov. 2019]. McDonnell, J. (n.d.) John McDonnell speech on the economy and Labour’s plans for sustainable investment. The Labour Party. [Online] [Accessed on 5th November 2019] https://labour.org.uk/press/john-mcdonnellspeech-economy-labours-plans-sustainable-investment/. Office for National Statistics. (2019) Construction statistics, Great Britain - Office for National Statistics. [Online] [Accessed on 24th November 2019] https://www.ons.gov.uk/businessindustryandtrade/constructionindustry/ bulletins/constructionoutputingreatbritain RIBA. (2016) Post Occupancy Evaluation and Building Performance Evaluation Primer. Place of Publication Unknown: RIBA. [Online] [Accessed on 20th November 2019] https://www.architecture.com/-/media/ gathercontent/post-occupancy-evaluation/additional-documents/ribapoebpeprimerpdf.pdf Taylor-Foster, J. (2013). Design: A Long-Term Preventative Medicine. [online] ArchDaily. Available at: https:// www.archdaily.com/457539/design-a-long-term-preventative-medicine [Accessed 20 Nov. 2019].https:// www.gov.uk/government/publications/health-profile-for-england-2018/chapter-6-wider-determinants-ofhealth?fbclid=IwAR1WtS0vTO9y-8PP_7VC5uA-l8Jd1iAkSRYWvR5U64kcOx1a2Q2w8_N7ex4 (Gov, 2018) V2.wellcertified.com. (2019). [online] Available at: https://v2.wellcertified.com/v/en/overview [Accessed 22 Nov. 2019]. Inside Croydon. (2015). Town Hall to have own architects department once again. [online] Available at: https:// insidecroydon.com/2015/10/29/town-hall-to-have-own-architects-department-once-again/ [Accessed 28 Nov. 2019]. Waite, R. (2018). Work starts on £30m academy by Hampshire County Council Architects. [online] Architects Journal. Available at: https://www.architectsjournal.co.uk/news/work-starts-on-30m-academy-by-hampshirecounty-council-architects/10027230.article [Accessed 24 Nov. 2019]. Woodcock, A. (2019) Boris Johnson signals he will end austerity-era restraint by ripping up Hammond’s fiscal rules. The Independent. [Online] [Accessed on 5th November 2019] https://www.independent.co.uk/news/uk/ politics/boris-johnson-austerity-spending-plan-philip-hammond-fiscal-a9021356.html.
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Journal 01 List of Figures Figure 1: Diagram showing how the GMDA values the boroughs which make up Greater Manchester (Author’s own)
Figure 2: Diagram showing how the GMDA is readdressing the role of the architect (Author’s own)
Figure 3: Diagram showing the devolution of central powers to Greater Manchester (Author’s own)
Figure 4: Diagram illustrating the transfer of NHS powers and funding from central government (Author’s own) Figure 5: Diagram showing the structure of the GMDA (Author’s own)
Figure 6 and 7: Diagrams showing the contrast between the LCC structure and current council structures (Data from Lang, 2014)
Figure 8: Diagram showing how political parties influenced architectural departments within the LCC (Data from Ing, 2019)
Figure 9: Graph showing the number of ARB registered architects in local authorities in the UK (Data from Ing, 2019)
Figure 10: Diagram illustrating the proportions of architects working in private and public practice (Data from Ltd, 2019)
Figure 11: Diagram illustrating how members of our team influence policy making (Author’s own) Figure 12: Diagram showing how GMDA architects influence policy making (Author’s own)
Figure 13: Diagram Illustrating demonstrating how improving the built environment can improve GM residents’ lives (Author’s own)
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Figure 14: Diagram showing the financial and social benefits from our work at the GMDA (Author’s own) Figure 15: Diagram showing how the bidding system works (Author’s own)
Figure 16: Diagram showing how the pot of money is funded (Author’s own)
Figure 17: Diagram illustrating how money is reinvested, generating further value (Author’s own) Figure 18: Graph showing GMDA salary bands
Figure 18: Graph illustrating the GMDA’s resilience to economic fluctuations in terms of workflows Figure 19: Diagram illustrating a net contribution clause
Figure 20: Diagram illustrating how tax effects the GMDA
Figure 21: Diagram illustrating how the bidding process works Figure 22: Diagram illustrating how the bidding process works Figure 23: Map of the Greater Manchester Region
Figure 24: Diagram illustrating where the architect fits into participative design Figure 25: Diagram illustrating how the GMDA engages with others
Figure 26: Illustration showing how the GMDA would use shop fronts
Figure 27: Diagram illustrating the future network of architecture departments Figure 28: Diagram illustrating the future network of architecture departments All unreferenced: Images and diagrams are author’s own
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