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“Not just architecture... A manifestation of: Construction and technology; Development and planning policy; Heath and well being; Ecology; Regulation; Social policy� Alan Jones, RIBA President 2019
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Journal 02 Table of Contents
01
Introduction
10
04
Stage 0
44
02
Research
24
05
Stage 1
52
Policy
34
06
Stage 2
62
03 4
Case Study RIBA Plan of Work Social Value Act
Borough Research Community Knowledge Personal Research The Table
Policy The Table Issues of Quality Quality + Policy
Strategic Definition Grant Agreement The Table: Open Call
Bidding Bidding process Selecting an architect The Table: Initial Approach
Concept Design Design Review The Table: Concept Procurement Systems
07
Stage 3 + 4
74
10
Conclusion
106
08
Stage 5
82
11
References
110
09
Stage 6,7,8
88
Developed Design Technical Design The Table: Technical
Construction The Table: Construction
Handover and Close out The Table: Handover Post Occupancy Evaluation The Table: Post Occupancy Feedback
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Glossary of Terms
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GMCA
Greater Manchester Combined Authority
GMDA
Greater Manchester Department of Architecture
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
Social Return on Investment (SROI)
The value of the social, economic and environmental outcomes created by an activity or an organisation(CIH, 2015)
Quality
A degree of excellence
Delivery Partner
Client in the context of the Journal. The partner could be a charity, local authority or grass roots.
Grant Agreement
A grant (sum of ÂŁ[AMOUNT]) to be paid to Delivery Partner in accordance with the agreement. (LGA. 2018)
Design Management Arrangement
A negotiated arrangement, embedded in the Grant Agreement, allowing the GMDA to access Design Team Meetings, Reviews & project information. (GLA. 2019)
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01
Introduction
Our approach to work
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Introduction
Architecture is not a commodity to be sold, but a public service. This ethos feeds into everything we do at the GMDA, it has led to our integration and reconsideration of the RIBA plan of work in a public context. Within Journal 2 we will explore these interventions as well as how our department model enhances the existing stages. We illustrate how our department will work through the use of grant agreements and design partnership. In order to articulately illustrate our businesses 10
processes and departmental day-to-day, we have chosen to use an example case study as it moves through the RIBA plan of work. Building on the precedent GLA model, we interrogated the RIBA Plan of work to add 3 new stages which allow the GMDA to better place themselves into a cyclical design process.These additional stages are: long term post occupancy evaluation, research and policy; three things to increase knowledge, trust and drive quality.
GMCA Local Experts
Manchester
GMDA London
Local Manchester Professionals
Pooling Resources
By hiring local architects and professionals, the GMDA benefit from a talent pool who have in-depth knowledge of Greater Manchester. This also combats the issue of talent being lost to London, as we provide socially conscious, relevant and exciting opportunities for young professionals here in Manchester.
We incorporate a mixed array of resources from Greater Manchester, exploring beyond those working within the construction sector to look at wider social, cultural and technical specialists.This allows us to benefit from a large multidisciplinary network, whilst maintaining the benefits of an intimate office environment.
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The Case Study
Our case study explores a scenario where the client, Stockport Housing Group, has placed a bid to the GMDA for 50% match funding on a social housing project. This was their first time working with the GMDA, who were involved from the beginning of this design process. In order to illustrate how quality is embedded through the multidisciplinary approach of the GMDA, we explore who will be around the table at each design stage. The table is circular to mitigate an obvious
hierarchy, as we believe everyone should have an equal voice in the design process. Reading the Case Study: Each of our proposed stages of work includes a diagram illustrating who is around the proverbial table. A brief who, what and the why of this specific stage accompany each diagram to portray how we would influence a scheme.
+
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GMDA Borough
Community Representative Delivery Partner (Client)
GMCA Representative/ Mayor
Design Architect
Office Manager
Relevant Specialist
GMDA Specialist
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The RIBA Plan of Work
Current Plan of Work The current plan of work exists from stage 0 to 7, with architects most heavily involved from stages 1 to 6. The GMDA believe that architects skill sets reach beyond this, and they can have a greater impact on all the stages of work.
Linear not Loop We also believe that it does not function as the depicted closed loop, but that there is a disconnect between stage 7 (in use) and stage 0 (strategic definition). More needs to be done to link these stages, so that they can better influence each other, resulting in the production of quality architecture.
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?
Proposed New Stages We have proposed three new stages which concentrate on the work process of the GMDA, but can also inform the profession as a whole. Stage 8 is continued, long-term post-occupancy analysis. For example, gathering data on how the building is functioning; socially, environmentally and economically. Stage -2 is Research; further research into avenues of the built environment and specific locality can influence all areas of design Stage -1 is Policy focused; the wealth of information within the GMDA can be used to infrom and influence policy making, enhancing social value.
Figure 1: RIBA Plan of Work Proposed Stages (RIBA. 2019)
-2
-1
8
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Circular Process of Work The new stages close the inferred gap between stage 7 and 0 to create a circular process and a better flow between the end and beginning of projects.
The additional stages continuously influence design decisions with expert knowledge and quality assurance.
Quality as a connector
The final piece
The common theme of quality provides links between aspects of the profession.
Research and Policy slot in to every stage of work.
Research + Policy Post Occupancy
al
Qu
ity
Research
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Policy
Plan of Work
LIT A QU
Y POLICY RESEARCH
-2
-1
8
Stage 8 - Post Occupancy Stage -2 - Research Stage -1 - Policy
Figure 2: RIBA Plan of Work, Research, Policy and Post Occupancy (Authors Own)
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Social Value Act
The GMDA take believe that architecture is a Public Service. As a public service provider, we are therefore accountable to the Public Services Social Value Act.
(Council, I. 2019). As a department within the GMCA, we are well placed to integrate the Social Value Act further into the built environment and planning system.
“The Social Value Act is transforming the relationship between the public and private sectors and is about to find its way into the planning process, impacting the way buildings are designed, constructed and occupied.” (Battle, G. 2019)
Already championing this initiative is Rochdale Boroughwide Housing (RBH) (Rochdale, 2019), the UK’s first tenant and employee co-owned mutual housing society which has become a local anchor. Already operating within Greater Manchester, the RBH society is a fantastic example of how social value can be integrated into a local authority. Our department encourages projects just like this, measuring and learning from a collaborative system.
Following the implementation of this act in 2013, a free resource and measure for social value called National TOMS was developed by the National Social Value Task Force (Battle, G, 2019). These measures of social value are relevant to our approach to post occupancy, research and policy. There are distinct overlaps between the Act and the National Planning Policy Framework (NPPF) guidance. A relationship with a planning system is crucial for the built environment and for us in the GMDA. Islington Council is an example of a political body which is now requesting a “...social value self-assessment in all major planning applications”
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Public Service Social Value Act 2012
“...requires you (Public Services) to consider, at the preprocurement stage, how procurement could improve the social, economic and environmental well-being of the relevant area, and also to consider how in conducting the process of procurement, the commissioner might act with a view to securing that improvement.
This means you (Public Services) should think about the potential social benefit of a service from the start of the commissioning process.� (Cabinet, 2019)
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What happened to the Social Value Act?
2012
2015
2017 No Follow-up Review
Public Services (Social Value) Act 2012.
Social Value Act review February 2015 report. Three main barriers identified
Seven Flaws with the Social Vale Act. (Guardian. (2019) Minimum financial threshold
Created by shashank singh from the Noun Project
- Limited awareness & take-up
Services funded over goods & work
- Varying understanding - Measure of Social Value undefined Follow-up Review Promised ...
Limited support & guidance
Created by Adrien Coquet from the Noun Project
Minimal publicity Created by Alex Auda Samora from the Noun Project
No set measures for Social Value
C fro rea m te th d b e y N C ou re n ati Pro c c je a C ct re
ati
ve
Ag
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Local Councils aversion to risk Created by Shiva from the Noun Project
Figure 3: What Happened to the Social Value Act (Authors Own)
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Created by Nithinan Tatah from the Noun Project
Wider social change not integrated
Highlighted issues with the Public Services (Social Value) Act.
How the GMDA and the way we work addresses these issues. No minimun financial threshold for match funding.
Created by shashank singh from the Noun Project
Grant money has to be spent on ‘Bricks & Mortar’
Intergrated into the design process, with resources available to everyone Created by Adrien Coquet from the Noun Project
Created by Alex Auda Samora from the Noun Project
C fro rea m te th d b e y N C ou re n ati Pro c c je a C ct re
ati
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Ag
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In-house marketing and publicity stratergy. “It’s Time We Went Public” Project specific conditions set in each projects individual Grand Agreement Grant Agreement limits the risk the GMDA are exposed to. w
Created by Shiva from the Noun Project
Created by Nithinan Tatah from the Noun Project
Intergrated into local communities, through Borough Architects, with the wider resources of the GMCA
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02
Research
Understanding the context
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Research
The research aspect of the GMDA is split into two main sections. Firstly, each architect has a responsibility for a borough of Greater Manchester. This means they control the funding granted to that borough and the projects which take place within it. This level of responsibility comes with the caveat of expert
knowledge gained through research into the area. The second research strand is personal; a specialism of the built environment. This helps not just each specific borough, but adds to the pool of resources used by the whole GMDA and further afield.
‘Surveys can be a useful way to connect with local communities to understand how they relate to their area, existing structures and the built environment’ (Chia & Palmer, 2019: 1)
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POLICY
RE
BOROUGH
SE ARCH
PERSONAL
GMDA
DATA DRIVEN
COMMUNITY
GMCA
RELEVANT PROFESSIONALS
Knowledge
Trust
Knowledge
Figure 4: Research Diagram (Authors Own)
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Borough Research Our roles as borough architects are driven by two methods of research; data commission and collection gives an excellent overview of an area, whilst getting feet on the ground and becoming part of a community allows us to gain the trust of people within our boroughs. These two methods feed into each other, as “surveys also can be a useful way to connect with local communities [and] to understand how they relate to their area, existing structures and the built environment” (Chia & Palmer, 2019: 1); in this way, knowledge is shared between the residents, councils and designers. Technical Knowledge One example of utilising technical research within the GMDA is working with the councils to publish already existing information. GIS and census data can be rationalised and used to inform planning policies and decisions. If this data does not already exist, the GMDA can help set up the council infrastructure to begin surveying; whether it be a building, business or borough wide audit. A Public Practice resource, entitled ‘Surveying Places: How can planning be based on a better understanding of existing places and uses?’ (2019), introduces the importance and opportunity of
this data driven research. It contains resources enabling anyone to begin a survey. This includes a survey checklist, industrial land audit template and business interview template. The research informing this document was undertaken in collaboration with Greater London Authority (GLA), in the London borough of Bexley. Whilst documents of this manner are inspiring to the work we undertake, we recognise the importance of focusing on the specific context of Greater Manchester.
“Land surveys can be a powerful tool for local authorities to map what assets exist in their local area” (Chia & Palmer, 2019: 15). 26
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Community Knowledge
As previously mentioned, surveys can be a useful way to connect with a community (Public Practice, 2019:1). The trust we gain by being known and involved in a
Architect
community is invaluable to making funding decisions and beginning new projects.
Architect
Architect removed from community
Architect within community
An Architect removed from the community severs the network between themselves and the people who their design affects. More than this, it severs the links within the community itself. This can occur in a range of ways; poorly connected housing, public space and inadequate social interventions all have a damaging effect on society.
An Architect within the community gets to know the people they are designing for, resulting in informed, contextualised buildings and communities. The GMDA uses people to drive research into the relevant areas of their borough; to build bridges between the council, residents and new developments.
Figure 5: Architect and Society Diagram (Authors Own)
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Personal Research
Each architect at the GMDA specialises in a research topic separate from their borough specialism. There are core topics (housing, infrastructure), but this can be influenced by an individual’s preference. This research has the power to have a large impact on our work within the GMCA, as well as on the profession as a whole. An example of this is the Supporting Diversity Handbook, a research strand undertaken by the GLA, which is now a publicly accessible, functioning handbook with the potential to drive diversity in many different cities and sectors. The Handbook is the conglomeration of almost 50 pieces of research on equality, diversity and inclusion in the built environment sector over the last 25 years. The research uses these texts to form a literature review, with a focus on gender and race. The finished handbook can now be used by educators, practitioners and wider built environment professionals for Continued
Professional Development (CPD) (Good Growth by Design, 2019). Public Practice also advocates research to help develop new models of public planning and to share emerging skills, knowledge and practice across the sector; these are published into ‘practice notes’. They have an open call for people to contribute to research, taking advantage of a wider range of opinions and expertise (Public Practice, 2019). These research precedents have influenced how we approach research at the GMDA.
‘Research is a process of systematic and original investigation undertaken in order to gain knowledge and understanding and to de-risk innovation.’ (Samuel , 2018: 74)
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The Table: Research
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WHO
This stage of the Plan of Work is the most insular, however - where necessary- relevant specialists are invited to the table, and local residents are always welcome at our table. For this project, the GMDA Architect for Stockport, a GIS expert and a local Stockport resident were present.
WHAT
Stockport, like many councils, had a wealth of data which was unpublished and unused. At this stage we focused on data mapping using GIS software to create a live published document which was, and still is publicly accessible.
WHY
The aim was to find links between data sets to draw conclusions as to what could be done to improve the social value of Stockport. This study looked primarily at the relationship between the IMD and planning applications.
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Local Representative GMDA Stockport
Figure 6 : Research Table Diagram (Authors Own)
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Policy
Changing the future
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Policy
The GMDA are an independent department within the governing body of the Greater Manchester Combined Authority (GMCA). As we are a non-profit department, we are unaffected by the pressures of fee & profit, giving us the unique opportunity to act impartially on behalf of the local community and wider social value. That is not to say we are without accountability for our work; internally there are GMDA Directors, but we are also held accountable to the Mayor. Our most critical obligation is to the public, which we tackle through our approach to transparency. This is the predominant way in which we differ from a private practice model, not driven by fee and profit but social value. We use latent data and user/community feedback, collated from previous jobs, to identify areas of the built environment which are currently failing the public. Our research (Stage -2) has the potential to influence and enhance policy writing within the Local Authority at a strategic level. For Example... • •
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Local Plan Guidance and Codes. Development of digital products / live documents, which identify sites and social areas of priority in the GMCA.
• •
Alterations to development and use (classification), based on research specific to a borough or sector within the GMCA. Procurement Policy.
The precedent of the Community Wealth Building (a place-based approach to economic regeneration which empowers local government and enables communities to create and retain wealth locally.” (CO-OP, 2019)) strategy at Preston City Council is an excellent precedent; the procurement strategy promotes a larger economic change beginning at a local level. Spitting large contracts into smaller packages has allowed local small practices / suppliers to tender, which in turn has encouraged collaboration.
GMDA Traditional Practice
“Policy-orientated practices tend to get involved in the crafting of the regulations, codes and guidance and laws devised to provide specific and predictable outcomes for all aspects of architectural production, from conceptual design to urban form. Participation in debate on the creation of codes is a rarely acknowledged form of co-design.�(Samuel, F, 2018) - Flora Samuel (Imrie and Street 2011) Figure 7 : Stages , Time & Fee Traditional / GMDA (Authors Own)
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The influence of architecture on policy is rarely discussed (Battle, 2019). Our position within the GMCA allows us to bring this discussion to the forefront through our three new Stages 8, -2 & -1. The devolved powers of the GMCA create the power to ‘rewire’ codes and guidance locally. The dialogue between the local and national government is of great value, however there are a number of issues associated with this dialogue that hinder the writing of policy (Morrel, 2015). The GMDA addresses these issues head on, working towards negating the silo nature of previous models: Problem - Our way to address the issue. -Mixed Messages on Common causes - Monthly GMCA meetings & weekly GMDA review meeting s internally. Collaborating - Connecting the disciplines
within the council through data, research and / or review panel. - Disconnected Community - Engagement with the individual boroughs on a range of projects and demographics throughout the year, investing in an open dialogue between community & authority. - Concern over Lobbying, rather than a proposition for the improvement of the lives of citizens. (Morrel, 2015) - The bridge between - The GMDA have the power to allocate funds without subject to political lobbying. Total transparency principle. Social Value-to-Policy, instead of Money-to-Policy.
‘’Planning should take account of and support local strategies to improve health, social and cultural well-being
for all, and deliver sufficient community and cultural facilities and services to meet local needs.’’ - NPPF, 2018 36
GMDA - collaborating with the combined authority sectors.
Figure 8 : Bridging the Gap between Local Authority and Government (Authors Own)
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The Table: Policy
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WHO
The policy writing members of the wider GMCA were present to evaluate the results of the research into Stockport we were undertaking. In addition to this, the ‘relevant specialists’ on the data gathered from the GMCA and external sources were present; specifically the GIS expert.
WHAT
We discussed the conclusions of the research team and feedback from previous jobs with the GMCA representatives. This started a conversation as to what policies could be implemented to ensure social value and quality, not just in Stockport but across Greater Manchester.
WHY
Policy written in to the local plan, following data analysis focuses on real issues proven to be happening now. In this case we identified an issue with housing stock in Stockport and were able to provide guidance on producing quality residential schemes.
GMDA Stockport
Local Representative
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GMCA Representative/ Mayor
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GMDA Housing
Figure 9 : Policy Table Diagram (Authors Own)
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Issues of Quality The ramifications on the residents and the community affected by Grenfell are not for discussion in this report or diagram; instead we are looking purely at the cost implications following the disaster. Our impact on policy, particularly in relation to material supply and manufacturing goes some way to addressing the highlighted issues of quality & testing in construction. The money that is now allocated to the removal of the cladding panels could have built… .*Limited, C. (2019)
116 Small Estates at £1.72 Million OR 26 Secondary Schools at £7.6 Million OR 8 Hospitals at £24 Million
Functionality Utility Build
We continuously have design, architecture and public policy driving the project; making sure quality within project management, design delivery, technical, supply chain and performance does not fall below our standards (RIBA, 2019). Figure 10 : Quality throughout Diagram (Authors Own)
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Figure 11 : Small Estates Or Schools Or Hospitals (Authors Own) / 1. Young-Powell, A. (2019)
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04
Stage 0
Beginning the project
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0 Strategic Definition
Individual areas of research, and the on-the-ground knowledge of the borough allows the GMDA to identify where areas are lacking particular built resources. Once identified, an open call for bids can be placed. An example of this strategy in action is the Goldsmith Street Social Housing Development. In 2008 the City of Norwich decided to develop Goldsmith street in order to provide social housing for the surrounding community. They initiated an international RIBA Competition, in the same way the GMCA would put out an open call for designs, to secure a suitable scheme. This precedent suggests a societal shift towards social value and community benefits over development based purely on profit. Bids for any location, scale or function can be submitted through the open call.
Figure 12 : Goldsmith Street - Mikhail Riches (n.d.)
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GMDA Specialist Architect
GMDA Neighbourhood Architect
GMDA Specialist Architect
Highlighting area of need in community
Figure 13: Open Call Diagram (Authors Own)
Open Call Brief Produced
Proposals Submitted
Projects that benefit the community
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GMDA Grant Agreement
The GMDA Grant Agreement is a legally binding agreement between the GMDA and the delivery partner. The agreement between the two parties can be initiated at any stage throughout the design process. In addition to funding, our involvement in a project affords access to support, reputation and resources (GLA, 2019). The delivery partner must acknowledge the design management arrangement, and our ethos in order to receive match funding. In collaboration with the GMCA, we respond to the strategic challenges which relate to “empowering people, making places and grow prosperity” (GLA, 2019). The funding provided by the GMDA is solely used as a contribution to capital expenditure; bricks and mortar. This type of funding allows the GMDA to have
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a stakeholder weight in decision making, assuring quality through : • • •
Improvement of environment; Social development; Localise economic development;
In the occasion of a breach of the contract, for example if the quality is not delivered to the standards set by the GMDA, we have the power to suspend or withhold funding. We always aim to resolve these conflicts, prioritising the delivery of the scheme. The transparency protocol which the GMDA operates may cause concern for security and data. Our delivery partners must acknowledge, and themselves undertake, some level of public accountability. While this may seem controversial, it adds to our evidence of increased social value and deters any level of corruption.
Delivery Partner
GMDA
50% finance
50% funding
Public transparency
Match funding
Design information access
Design advice
Meeting participant
Mayoral publicity
Critical analysis
Reduction in risk
Formal design reviews
Figure 14: Grant Agreement Diagram (Authors Own)
Hidden values
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The Table: Open Call WHO
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This project didn’t involve the GMDA at this stage; they developed their brief independently before applying for our funding. Stockport hired a GIS specialist for this as well as integrating local residents.
WHAT
In the particular project the Stockport council used the research that was published as a result of the previous stages to develop a brief. The research and policy making identified the problem with housing in Stockport so they started creating a project from this.
WHY
To gain the funding from the GMDA’s devolved money it was necessary for Stockport to identify an issue happening in their borough which could be addressed with an architectural solution.
Local Representative
Stockport Council
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Figure 15: Open Call Table Diagram (Authors Own)
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Stage 1
Establishing teams and funding
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Bidding As part of the GMDA’s programme to develop quality in the built environment, we are investing in local projects to transform communities for the better (Khan, S 2019). These projects are put forward to the GMDA in the form of a ‘bid’ and are subsequently
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analysed and assessed by relevant members of our team in order to ensure suitable, quality driven projects are seen through. Selected project bids are progressed with the help of the GMDA.
CHARITY
LOCAL AUTHORITY
GRASSROOTS
GMDA
1ST GRADING GMDA BOROUGH ARCHITECT
NON PREJUDICIAL 2ND GRADING GMDA RELEVANT SPECIALIST ARCHITECT
YEARLY DEADLINE
HIGHEST SCORING BIDS WIN Figure 16 : Bidding Diagram (Authors Own)
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The Bidding Process
In order to ensure quality and prevent bias, a twopart assessment has been established for choosing which projects should receive grant money. Initially, the bid is assessed by the GMDA Borough Architect (BA) assigned to the locality of the proposal. This allows for the project to be assessed by someone with a deep knowledge and understanding of the local community and area. Once the BA has thoroughly assessed the bid they give it a grade. Following this, another representative from the GMDA assesses and grades the bid. This representative is chosen according to the relevance of their specialism.
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For example, in a proposal for a community sports centre, the GMDA architect who specialises in Culture and Leisure would be chosen. All of the project bids presented to the GMDA within the yearly cycle are assessed and scored in this way. The highest scoring bids are awarded grant funding.
INHOUSE MEETING
GMDA
SUITABLE LOCAL ARCHITECTS
A
B
C
D
E
F
1ST GRADING DELIVERY PARTNER
2ND GRADING GMDA ARCHITECTS ASSIGNED TO PROJECT
NON PREJUDICIAL
3RD GRADING GMCA
HIGHEST SCORING ARCHITECTS WIN THE JOB Figure 17 : Grading Diagram (Authors Own)
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Selecting an Architect (Project Team)
“Choosing an architect is itself a creative process.” (Finch, 2017) Selecting an architect is an important decision to make when undertaking a project. Once a project is funded, the GMDA works alongside the appointed design architect as a consultant, therefore it is important that we are involved in this appointment process. A quality-based selection process is used to ensure the right architect for the job is appointed.
The list of practices go through a grading process similar to the bidding. The delivery partner, the GMDA and a representative from the GMCA grades each practice, creating a three-stage non-prejudicial process. The practice with the highest overall grade is appointed. This promotes good working relationships and allows for variety of architects across our projects.
Once a bid has been approved, the GMDA put together a list of up to 8 suitable architects and practices. These practices are usually pulled from a framework of architectural firms compiled by the GMDA based on locality, quality of work and social ethos. Firms can apply to be part of this framework at any time, but practices do not have to be on the framework in order to be recommended.
When the project uses a Design and Build procurement method, the ‘selecting an architect’ process also applies to the selection of a contractor. This process, aligned with the Grant Agreement, ensures that the GMDA works with reliable and trustworthy teams.
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The Table: Initial Approach
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WHO
The GMDA Architect and a specialist on housing were present at this point, as was the appointed architect and delivery partner which in this case was Stockport Council. We got local residents imputs and the GMCA took an interest in the project so came to a few of our initial approach meetings
WHAT
The bid for the GMDA grant was won after the last stage, with Stockport council being awarded the maximum amount of 50:50 match funding. As soon as this decision was made the grant agreement was signed and work began to procure an architect. Due to the GMDA’s early involvement in this project we had an input into this choice and recommended some Manchester based architects with experience in social housing schemes. After the vote a firm recommended by the council won the procurement.
GMDA Stockport Local Representative Stockport Council
RING DESI S: TICE , PRAC TURE ITEC ARCH
GMCA Representative/ Mayor
Design Architect
Office Manager
Local Representative
GMDA Housing
Figure 18 : Initial Approach Table Diagram (Authors Own)
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Stage 2
Creating a strong concept
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02 Concept Design
Once the design architects have been assigned, externally, the options for the scheme can begin to evolve. Concept design (Stage 2) sets the stage for the GMDA first design reviews and building a strong client relationship through transparency and mutual respect. This is the first time the project takes a further public presence by starting the process of community engagement. The GMDA will play a key role in holding consultation workshops, events and assisting an open dialogue with the locals throughout. At this point the local community are made aware of the concept scheme, initial thoughts and comments are welcomed by the GMDA Borough Architect through a community representative. The scheme will also be identified and updated on the live development document through the GMCA. Pre-planning Application advice can be sought out by the design architect with us, the GMDA, present. In order to mitigate any potential corruption and promote transparency during the pre app the minutes and all documentation is published / available in the public domain.
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A rigorous testing of the brief will have been completed by the design architect and after the concept has been established they will be ready for an informal design review panel with the Delivery Partner and ourselves. The reviews are designed not as a critique, but instead as a resource and feedback opportunity. This process starts to balance of economic, social and environmental elements towards a planning submission. (Kizerman, D) The informal review is useful to highlight any challenges, gaps in knowledge and potential specialists needed going forward. Allocation of resourcing will then be considered internally and externally on the project, drawing from a pool of resources available within the GMCA & freelance consultants on fixed term contracts. The next stage of design review encouraged a much more detailed approach with a panel of multi-disciplinary experts, acting as ‘critical friends’, adding value (LQRC (2019). Our small team and position within the GMCA gives us the option of flexibility and ability to adapt to specific project requirements during the stages of work.
Stage One External Consultants
DESIGN REVIEW GMCA Consultants
Stage Two
Part 1 + Part 2 Experience
Figure 19 : Concept Design- Expanding the Team (Authors Own)
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Design Review At concept design (Stage 2) the GMDA holds design reviews and continues to build a strong client relationship through transparency and mutual respect. During this stage of the project further public presence is instigated through community engagement. The GMDA play a key role in facilitating consultation workshops, events and assisting an open dialogue with local residents. At this point the local community are made aware of the scheme, and initial thoughts and comments are recorded and considered. Schemes are identified and updated on live developmental documents.
opportunity. This process starts to balance the economic, social and environmental elements of a planning submission. This informal review is useful to highlight any challenges, gaps in knowledge and potential specialists needed going forward. Allocation of resourcing can be considered both internally and externally on the project; drawing from the pool of resources available within the GMCA and freelance consultants on fixed term contracts. The next stage of design review encourages a much more detailed approach, with a panel of multi-disciplinary experts acting as ‘critical friends’ who add value (LQRC (2019).
Pre-planning Application advice can be sought out at this stage by the design architect. In order to mitigate any potential corruption and promote The design review is an opportunity to gauge the transparency, the minutes and all documentation delivery partner’s relationship with construction is published and available in the public domain. and the potential relationship with the GMDA. Our level of involvement with design, construction A rigorous testing of the brief is completed by and the setting of the project is decided on a the design architect. After the concept has been case-by-case basis. This includes many factors established, an informal design review takes such as: if the delivery partner has experience in place between them, the delivery partner and the construction industry, is the project on track ourselves. The reviews are designed not as a to fulfil the social value targets set out in the critique, but instead as a resource and feedback Grant agreement? Will they need assistance in assembling a design team?
“Drawing predominantly from sociological and political discourses, the argument is that the built environment shapes communities and their sense of places, so communities should play a leading role in shaping their environment through architecture.” - (Stara, A, 2019) 64
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The Table: Concept
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WHO
This table depicts one of the meetings we had during the concept design stage, as well as the GMDA architect for Stockport we included a housing specialist and health specialist. As always we included local representatives to make sure the process was transparent with Stockport residents.
WHAT
We held informal design reviews whilst the council and architect progressed the design, using our experience to ensure our definitions of quality are seamlessly integrated into the project. One of our definers of quality is centred around environmental impact and the decision to make this scheme carbon neutral was made.
WHY
Our perspective on the project was important as it was not driven by cost and profit but by quality. The review process enables us to offer an additional perspective on the design qualities and create the best scheme for Stockport.
GMDA Stockport Local Representative
RING DESI S: TICE , PRAC TURE ITEC ARCH
Stockport Council
Design Architect
Office Manager
GMDA HEALTH
GMDA Housing
Figure 20 : Concept Design Table Diagram (Authors Own)
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Procurement Systems
The delivery partner decides on the most appropriate procurement system which is suited to the project. The criteria is established through the delivery partner’s main concerns (Chappell and Dunn, 2016): • Time • Cost • Control • Quality • Size/Value • Complexity
We are, in effect, equal to the delivery partner in terms of authority due to the match funding. Considering the delivery partners previous experience, we advise on procurement options, with quality assurance embedded. Regardless of the trajectory of the contract (Traditional or D&B), our involvement and support ensure quality is maintained throughout.
Delivery Partner Selecting Procurement
GMDA Design & Build
Traditional
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Selecting a Team
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GMDA
Delivery Partner
Other directly employed contractors
Architect
Quantity Surveyor
Consultants
Contractor
Domestic sub-contractors
Clerks of Work
Domestic suppliers
Contractual links Functional links
Traditional The traditional system benefits from control, as the design process is finalised before the contractors are appointed and there is a greater clarity in the specific project requirements. However, this form of contract tends to be a slower process, as the contractor must work with the existing proposal. Any changes to the original design must be revised simultaneously with the cost estimate. As a result, the contractor has minimal flexibility to manage price and provide better value (DBW, 2018).
Figure 21 : Traditional Contract Chappell, D., Dunn, M. (2016) Reproduced.
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GMDA
Delivery partner
Other directly employed contractors
Consultants
Contractor
Architect
Consultants
Contractual links Functional links
Figure 22 : D&B Contract Chappell, D., Dunn, M. (2016) Reproduced.
Domestic sub-contractors
Domestic suppliers
Design and Build The design and build system has time benefits, created by overlapping the design and construction phases. Having one point of contact (the contractor) generates a simplified route of responsibility as the contractor takes on most of the financial risk. The contractor is accountable for design- as a result the delivery partner tends to lose some control of the project, potentially impacting the quality (DBW, 2018).
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Stage 3 + 4
Getting down to the details
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03 Developed Design (Review Panels)
Following design reviews and design management arrangement, we have a clear understanding of the schemes development. To ensure a ‘soft landing’, a revised cost estimate is prepared and dates for the commencement/ completion are established. The design architect gains final approvals from all parties and carries out any actions discussed within the meetings, including applying for planning permission. In order to monitor this crucial stage of the project design, milestones are assigned.
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By participating in regular meetings and critical reviews during this design phase, we are able to refine the economic, social and environmental impact of each specific project. Through our research and feedback loops we mediate the conflicts between developments, resulting in a ‘softer’ transition through planning (Kaiserman, 2019).
Social
Research
Policy
Planning Permission
Environmental
Economic
“On average 80-95% of decisions [for planning approvals] are made by officers, not elected councillors” (Kaiserman, D. (2019) “About 12% are reused permission” (Kaiserman, D. (2019) Figure 23 : Developed Design Review (Authors Own)
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04 Technical Design - Design Review Panels
Once planning is granted, the design responsibility matrix is refined and the technical design portion can progress. We remain a part of the discussion. Our role is purely advisory in terms of specification; the design architect or contractor (dependant on the stage and contract) undertakes the liability for the final specification. We promote the opportunity to adopt the ‘Ethical Trading Initiative’ and embed social value in supply chains and local contracts throughout tender.
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The constant documentation and recording of the design process allows us to practice total transparency. Simultaneously, it ensures the quality of the design is not lost or devalued during this stage. Technical innovation and product specification is influenced by the feedback from our research and policy development, continuing to promote a culture of innovation and forward thinking seen throughout the earlier stages of work.
QUALITY
DEVELOPED DESIGN
Detailing
Specification
GMDA MAGNIFYING GLASS
M&E
CONSTRUCTION
Figure 24 : Technical Design - Quality Highlighted (Authors Own)
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The Table: Technical
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WHO
The M & E and Structural engineers were added to the design team to begin getting the design ready to be built and we helped the council procure a trusted contractor to begin on site.
WHAT
The brief and design had been set so the main design team began work on the technical details and construction strategy. We work on this stage in a similar way than the previous two which meant we went to meetings for this project every two weeks to review progress.
WHY
At some of these meetings we noticed aspects of the design being lost as cost cutting measures. One of these was the materiality, however this was a crucial part of the passive house standard and the aesthetic of the project. Our input ensured that this did not happen and the scheme was successfully carbon neutral.
GMDA Stockport
Structural engineer
Contractor
Stockport Council
RING DESI S: TICE , PRAC TURE ITEC ARCH
Design Architect
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Office Manager
M&E Officer
Passive House Specialist
GMDA Housing
Figure 25 : Technical Design Table Diagram (Authors Own)
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Stage 5
Quality in Construction
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05 Construction Materials and Workmanship QUALITY
Community Engagement from the GMDA at the Construction stage is critical to ensure quality is maintained and transferred from the design stage to reality. During this stage, the project specific GMDA Architects (Borough and Specialist) attend site for regular meetings; assessing progress and ensuring that the construction standard is of high quality. These meetings allow us to control the release of money from the GMDA, which is based on construction milestones. This allows us to have leverage over build quality, with the remit to suspend finance if the build isn’t complying with standards set out in the grant agreement, although this is only used as a final measure. Site visits involve regular checks on materials and workmanship to avoid the delivery partner or contractor cutting corners to reduce costs. In extreme circumstances the Grant Agreement allows for GMDA specialists to request insufficient workmanship be ‘made good’, altered or replaced. 82
Site Workers
Figure 26 : Construction Quality (Authors Own)
In addition to ensuring quality in materials and workmanship, the GMCA have an input into the social effects of the construction site. As well as having an effect on the natural and built environment, construction activities can sometimes impact the general public, particularly those living and working in close proximity to the site. We guarantee good environmental practice within construction sites to make sure these impacts are mitigated through liaising with the local community before and during the project. In conjunction with the social impact on the wider community, the GMDA work to improve the welfare of site workers by ensuring quality within the working site environment. This, together with meeting the GMDA’s social responsibility values, is a proven method that leads to improved employee motivation on site (Audus, 2010)
STAGE 4 Technical Design
FIT OUT
ROOF
CORE
STAGE 5 - CONSTRUCTION
LANDSCAPE
EXAMPLE OF ON SITE PROGRESS
FOUNDATIONS/ SLAB
SERVICE AND GROUND WORKS
SITE VISITS FROM THE GMDA AT EVERY STAGE
STAGE 6 HANDOVER AND CLOSE OUT
50%
GMDA
£
BANK CHARITY ETC
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Example of GMDA Site Visit Stages 1. Services and Ground Works 2. Foundation/ Slab 3. Core 4. Roof 5. Fit Out 6. Landsape
Figure 27 : Construction Stage Diagram (Authors Own)
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The Table: Construction
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WHO
The GMDA’s housing specialist was less involved at this stage as our Stockport architect had a strong understanding of the needs of the project and the community it was impacting due to their early involvement in the process.
WHAT
As this stage is where the GMDA’s funds begin to have the largest impact on the project so we held regular site visits. These meetings kept track of cost, time frame and quality and ensured we were all knew what was happening. There was significant rain for a month of this project which affected when our funds could be released and we had to discuss how this changed the time frame of the project.
WHY
This project was very large scale so we went every two weeks to be sure the quality was as high as specified. We also wanted to ensure that the construction team was safe during the unfortunate weather conditions.
GMDA Stockport
Clerks of Work
Stockport Council
D PR ESI A R A C R IN CH TI G IT C E S EC : TU RE ,
Design Architect
Site Manager
Office Manager
Contractor
Figure 28 : Construction Table Diagram (Authors Own)
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Stages 6,7,8
Redefining post occupancy
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06 Handover and Close Out
‘A smooth landing depends upon early engagement of both building users and those who will manage the facility’ (Local Government Association, 2018: online) This stage is the conclusion of the grant agreement, our role is to tie up financial loose ends and ensure the building is functioning to the standard confirmed within the grant agreement. Soft landings are introduced during the design stages to guarantee the buildings use and technical requirements are understood by all. The soft landings framework and handover strategies are in place from a pre-handover meeting, which occurs three months prior to completion. This meeting defines where the contractors responsibility ends and the buildings management takes over, and specifies what those responsibilities are. Another part of handover and close out stage is after care; most contractors offer an aftercare manager, but it is important to clarify the commitments of this
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service and set future meeting dates which take into account seasonal differences of building care. A meeting takes place to familiarise and train users and staff with the building. Someone is assigned to run the facility and both a Building Manual, a guide of key asset information, and a Building Users Guide, are created. A benefit of this system is that it encourages a learning culture across departments. Site visits carried out post completion by the wider team focus on lesson learning, what worked well and not so well. The observations from these visits are fed back into the GMDAs knowledge on quality assurance, public growth and social value.
SOFT LANDINGS
Fig 29 : Soft Landings Diagram Buildingtalk. (2019) Reproduced.
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The Table: Handover
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WHO
At the close of the project the main people round the table are those who have been responsible and present throughout. In addition to this are the people who are going to use and run the site.
WHAT
The conclusion of the grant agreement meant ensuring that the houses were functioning as planned but also that all the funds had been spent. The site manager had already been trained as part of the Soft Landings initiative but was present in this final handover meeting.
WHY
We needed to publish information about the project as the GMDA is a transparent organisation; this meeting ensured that we all agreed on the successes and failures of the project and how the money has been spent. The weather during construction meant that site conditions were poor and caused a 1 month delay to this project.
GMDA Stockport Contractor
Stockport Council
Design Architect
Site Manager
Figure 30 : Handover Table Diagram (Authors Own)
Office Manager
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07 Post-Occupancy Evaluation
Bridging the RIBA Stages gap Having worked alongside a project since its inception, monitoring and maintaining high quality, we operate a rigorous post-occupancy review process. We use this data to quantify the success of the project; “Building Performance Evaluation provides principles, calculations and qualitative and quantitative data, which is research-led and delivers measurable outcomes for an evidence-based design process. It moves beyond tacit knowledge and personal desires” Stevenson (2019, p.226). This looks to ensure the highest quality and social value. Our evaluation system overlaps with the existing RIBA stage 7, adding more importance into
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this often overlooked area of design. Only 9% of practices actually offer it as a service, despite it being a standalone RIBA workstage (Stevenson, 2019). This blends into our new stage: Stage 8, where longer term and deep-dive analysis begins, casting a broader net and looking in much greater detail at the wider social return on investment (SROI), defined as ‘the value of the social, economic and environmental outcomes’ (CIH, 2015). Here we evaluate the success of our investment; is the project benefiting its community? Stage 8 acts as a connecting bridge between the existing stage 7 and our new research/ policy stages: -2 and -1. We see this as the cyclical feedback loop that the stages were intended to be.
Building Performance
Systems Success
Brief Delivery
Stage 7
Stage 8 6 Months
Figure 31 : Three Stages of Post Occupancy Evaluation (Authors Own)
Stage -2 2 Years
10 Years
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07 Post-Occupancy Evaluation Our Post Occupancy Evaluation strategy can be described in three main categories; brief delivery, system success and building performance (RIBA, 2016), which happen in various time-frames, building on the existing model of post occupancy evaluation. 0-6 months: Brief delivery involves a comparative analysis of the initial vision, approved planning application and the finished product; Were compromises made? and if so, were they justifiable? Honest and open consultations between the client and the contractor are crucial here. Cost reviews of both the construction and relevant consultants demonstrate the value of taxpayer money. User and local resident surveys are taken to gauge initial responses to the introduction of the project. Finally, a design quality measurement will be undertaken by referencing the finished project against our 10 definers of quality. 0-2 years: System success evaluates the physical and social systems that were designed by the architect and the wider design team. A thorough “forensic walk-through and inspection of the building, reviewing building documentation, after-care plans and observing how occupants use the building to
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meet their needs” (RIBA, 2016) is necessary. An inspection of the detailing and finishes is undertaken, assessing how they have held up to wear and tear. A maintenance and environmental strategy evaluation also takes place during this phase, making alterations where necessary to save on cost and time as well ensuring environmental comfort and efficiency in use. 0-10 years: Building performance comprises data collection on environmental performance and social impact. The building’s energy use and the ‘design gap’ from strategy to finished product is measured using automated technologies (BMS). These feed into a larger data set which allows for large scale comparison. Depending on the project, long term provision is put in place to measure the effects of the building on people’s health etc., which feeds back into long term research on preventative healthcare. Qualitative surveying on user’s experiences and limitations is equally important. The process is finalised by a SWOT analysis of the entire process, looking at the project holistically. Data and research are fed back into the initial stages throughout, this is the final chance to measure the success of the building, the processes and their impact.
Post Occupancy Evaluation
01 BRIEF DELIVERY
02 SYSTEMS SUCCESS
03 BUILDING PERFORMANCE
Client Contractor Consultation
Maintainence strategy evaluation
Long term occupancy evaluation
General cost review
Programme Analysis
Automated energy data collection
User and local resident survey
Sustainability Indicators
Hollistic SWOT analysis
Design quality measurement
Environmental comfort analysis
Figure 32 : Brief Delivery / System Success / Building Performance. (Authors Own)
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The Table: Post Occupancy
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WHO
We tried to get lots of local residents in to talk with us at this stage. The Design Architect wasn’t present for this project but for future projects we would like to continue their involvement at this stage as we believe they can benefit from the feedback we receive.
WHAT
Though the grant agreement was concluded we maintained contact with the site whilst people were moving in. As we used soft landings the houses were mostly functioning correctly at this stage however we had to help some of the residents get used to life in their passive house.
WHY
Establishing a relationship with the occupants was really important to us so we can properly moniter the hidden values. The best way to understand how a scheme has been successful is involving the people who live in it and we have a good relationship with many of the Stockport residents.
GMDA Stockport
Building Manager
Stockport Council
Community Representative Local Representative
Local Representative
GMCA Representative/ Mayor
Building User
GMDA Housing
Figure 33 : Post Occupancy Table Diagram (Authors Own)
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08 Feedback
Long Term Savings and Solutions As we are not accountable to a typical project’s tight profit margins at the GMDA, post occupancy is always a thorough and worthwhile exercise, rather than being rushed or skipped entirely. Post-occupancy evaluation is within our job requirements, it carries importance as it expresses the hidden value in data that can have long-term saving effects. For example, research on the locality of busy roads to residential areas may seem like a non-fee earning activity to a private practice. However, we understand how it saves healthcare costs on afflictions like asthma, as well as improving the well-being of our citizens. Good post-occupancy analysis allows us, at the GMDA, to quantify and justify our claim that vast savings to the public purse can be made with proper quality assurance and proportionally small additional construction costs:
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• Public Health England estimate that “The health and social care costs of air pollution in England could reach £5.3 billion by 2035” (Public Health England, 2019), which design decisions relating to reducing car use, locality of residential areas to busy roads and heavy industry sites and air cleaning infrastructure could all combat. People’s wellbeing and quality of life can be improved whilst simultaneously bringing down these costs. Long term post occupancy analysis can track health data and quantify better design benefits. • In school design, certain features like corridor size and toilet arrangement can either discourage or encourage bullying. Implementing good design outside of the required brief can have long term benefits on student’s grades, self esteem and employability, all of which can be tracked using long term post occupancy analysis.
DESIGN AND BUILD
TRADITIONAL
Current Models QUALITY
QUALITY
COST
TIME
TIME
COST
GMDA MODEL - Short Term QUALITY
QUALITY
TIME
COST
COST
TIME
GMDA MODEL - Long Term QUALITY
TIME
QUALITY
COST
TIME
COST
Figure 34 : Post Occupancy Table Diagram (Authors Own)
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The Table: Feedback
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WHO
We’ve started bringing some of the specialists from the beginning of the project back to begin to aid with the circular research loop.
WHAT
We are currently monitoring the scheme for several reasons. Firstly we use the data from these houses to drive research and policy; secondly we need to ensure that the stipulations of the grant agreement are still being met. Currently we visit the site twice a year to check that everything is running smoothly; if things change we will increase or reduce these visits.
WHY
We do this as the results of the research can feedback into future projects and as we publish this information it can be used to benefit projects which are outside of our control. The site visits are a useful way of monitoring the social value and give us the opportunity to help if a scheme is struggling.
GMDA Stockport Building User Stockport Council
Community Representative
GENERAL NOTES
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Figure 35 : Feedback Table Diagram (Authors Own)
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08 Feedback
Remaining efficient and productive This research holds the largest weight in our argument for viability; if we can effectively show significant savings as well as all the additional social value to communities in need of investment, then we can mitigate the risk that is carried by being funded publicly and therefore at the mercy of the political pendulum. We understand that the five-year cycles of general elections and four-year cycle of local elections create an unstable environment for us to work within,
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but we see this as a strong incentive to consistently deliver quality and value. The Good Growth by Design fund at the GLA has ÂŁ70 million set aside for similar projects, which creates such a level of social value that the funding has survived and grown through mayoral changes and large political swings. This risk is also part of our strength, as we are accountable to elected officials, we are bringing democracy and accountability into architecture and urbanism.
RIGHT WING
HIGH VALUE
LEFT WING
HIGH VALUE
Figure 36 : Political Pendulum Diagram (Authors Own)
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Conclusion
Drawing it all together
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It’s time we went public Whatever one’s political convictions, it is clear there is a gap between the private practice model and the public built environment. Journal 1 lays the foundations for the department of architecture, seeking to understand how our unique Northern context will inform how we operate at the GMDA. There is an obvious need to address the disconnect between the practitioners who form the built environment and those who inhabit it, our proposal is one option in a myriad of solutions. By working through the RIBA Plan of Work in Journal 2, we have illustrated how a public architectural department, situated inside a local government
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structure, embeds value at every opportunity. ‘Going Public’ has many challenges, but offers the chance to change the perception of the architect and realign the social values of the community with those of the construction industry. As architects 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. IT’S TIME WE WENT PUBLIC...
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References
What we read
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Journal 02 Bibliography Audus, I. Charles, P. and Evans, S. (eds) (2010) Environmental good practice on site, 3rd ed, London, CIRIA. Battle, G. (2019). BRIEFING A beginner’s guide to the Social Value Act. BD Online. [online] Available at: https:// www-bdonline-co-uk.mmu.idm.oclc.org/briefing/a-beginners-guide-to-the-social-value-act/5102882. article [Accessed 25 Nov. 2019]. BD(2019)https://www-bdonline-co-uk.mmu.idm.oclc.org/briefing/a-beginners-guide-to-the-social-valueact/5102882.article Cabinet (2019). Social Value Act Review. [online] Available at: https://assets.publishing.service.gov. uk/government/uploads/system/uploads/attachment_data/file/403748/Social_Value_Act_review_ report_150212.pdf [Accessed 26 Nov. 2019]. Chappell, D., Dunn, M. (2016) The Architect In Practice. Chichester, United Kingdom. Chia, Ei-Lyn , & Palmer, S. (2019) SURVEYING PLACES: How can planning be based on a better understanding of existing places and uses? London CIH,( 2015) NEW APPROACHES TO DELIVERING SOCIAL VALUE [ebook] Chartered Institute of Housing. Available at: http://cih.org/resources/PDF/Policy%20free%20download%20pdfs/New%20approaches%20 to%20social%20value.pdf [Accessed 26 Nov. 2019]. CO-OP (2019). 6 Steps to Build Community Wealth. [online] Available at: https://party.coop/publication/6steps-to-build-community-wealth/ [Accessed 21 Nov. 2019]. Council, I. (2019). Commissioning, procuring and contract managing Social Value in Islington Supply Chain. [ebook] Available at: https://www.vai.org.uk/wp-content/uploads/2015/03/2013-08-16-Guidance-onsocial-value1.pdf [Accessed 26 Nov. 2019]. Creating space for beauty. (2019). 1st ed. [ebook] The Interim Report of the Building Better, Building Beautiful Commission. Available at: https://www.designcouncil.org.uk/sites/default/files/asset/document/BBBBC_ Commission_Interim_Report.pdf [Accessed 25 Nov. 2019]. 110
Designing Buildings Wiki. (2019) Traditional Contract. [online] Available at: https://www.designingbuildings. co.uk/wiki/Traditional_contract_-_pros_and_cons Finch, P. (2017) ‘A sample recipe for selecting the right architect’, The Architects Journal. Available from: https:// raic.org/raic/how-choose-architect [Accessed 22 November 2019]. GLA. (2019) Good Growth Fund. London. [online] Available at: https://www.london.gov.uk/sites/default/files/ good_growth_fund_prospectus_round_3_web.pdf Good Growth by Design. (2019) Supporting Diversity Handbook. London: Greater London Authority. [online] [ Accessed on 10th November 2019] Greater London Authority. (2018) GLA Grant Agreement Template. London [online] Available at: https://www. london.gov.uk/sites/default/files/gla_grant_agreement_template_for_reference.pdf Greater London Authority. (2018) Grant Agreement. London [online] Available at: https://www.london.gov.uk/ sites/default/files/8._hlds_2014-2020_esf_grant_agreement_0.pdf Guardian. (2019). Seven ways to improve the Social Value Act | Russell Hargrave. [online] Available at:https:// www.theguardian.com/voluntary-sector-network/2017/aug/15/seven-ways-improve-social-valueact?fbclid=IwAR14Kvzo9d6_VQt5s0wldE0k2UHHOeX8VVpdXjVhc8KnanWb4dXl4eE0svk [Accessed 26 Nov. 2019]. https://www.london.gov.uk/sites/default/files/supporting_diversity_handbook_web.pdf Kaiserman, D. (2019) ‘MSA talk’. [PowerPoint presentation] 1D7Z0808_1920_9Z1F: Professional Studies 3. Available at: https://moodle.mmu.ac.uk/course/view.php?id=104807 [Accessed: 20 November 2019] Khan, S. (2019) Good Growth Funding. London: Greater London Authority. Limited, C. (2019). Costmodelling - Typical building costs. [online] Costmodelling.com. Available at: https:// costmodelling.com/building-costs [Accessed 21 Nov. 2019].
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Local Government Association. (2018) Soft Landings for Public Sector. [Online][Accessed on 22nd November 2019] https://www.local.gov.uk/soft-landings-public-sector London.gov.uk. (2019). [online] Available at: https://www.london.gov.uk/sites/default/files/ggbd_london_ quality_review_charter_web.pdf [Accessed 25 Nov. 2019]. Mayor of London (2019) ‘Good Growth by Design.’ Ministry of Housing (2019) Government to fund and speed up vital cladding replacement. GOV.UK. [Online] [Accessed on 20th November 2019] https://www.gov.uk/government/news/government-to-fund-and-speedup-vital-cladding-replacement. Public Health England (2019) New tool calculates NHS and social care costs of air pollution. GOV.UK. [Online] [Accessed on 20th November 2019] https://www.gov.uk/government/news/new-tool-calculates-nhs-andsocial-care-costs-of-air-pollution. Public Practice. [Online] [Accessed on 20th November 2019] https://www.publicpractice.org.uk/resources/ surveying-places Publicpractice.org.uk. (2019). About |Public Practice. [online] Available at: https://www.publicpractice.org.uk/ about/about-us [Accessed 21 Nov. 2019]. Public Practice(2019). Public Practice: Planning for the public good. [Online] [Accessed on 20th November 2019] https://www.publicpractice.org.uk RAIC (2019) How to Select an Architect. Available from: https://raic.org/raic/how-choose-architect [Accessed 22 November 2019]. RIBA. (2019) Quality Tracker: Step by Step User Guide. London. [online] Available at: https://www.architecture. com/-/media/CBA0C40B31724A70A962787C079C4B29.pdf?la=en RIBA (2016) ‘Post Occupancy Evaluation and Building Performance Evaluation Primer.’ 112
Rochdale. (2019). Our Mutual RBH. [online] Available at: https://www.rbh.org.uk/our-mutual-rbh [Accessed 26 Nov. 2019]. Samuel, F (2018) Why Architects Matter: Evidencing and Communicating the Value of Architects. London: Routeledge Stevenson, F (2019). ‘Building Performance Evaluation’, in Jones. A and Hyde. R (ed.) Defining Contemporary Professionalism. London: pp. 226-229 Young-Powell, A. (2019). Government to spend £200m replacing unsafe Grenfell-style cladding on tower blocks. [online] The Independent. Available at: https://www.independent.co.uk/news/uk/home-news/grenfellcladding-fire-tower-blocks-safety-government-funding-a8905871.html [Accessed 21 Nov. 2019].
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Journal 02 List of Figures Fig 1: RIBA Plan of Work Proposed Stages (RIBA. 2019) Fig 2: RIBA Plan of Work, Research, Policy and Post Occupancy (Authors Own) Fig 3: What Happened to the Social Value Act (Authors Own) Fig 4: Research Diagram (Authors Own) Fig 5: Architect and Society Diagram (Authors Own) Fig 6 : Research Table Diagram (Authors Own) Fig 7 : Stages, Time & Fee Traditional / GMDA (Authors Own) Fig 8 : Bridging the Gap between Local Authority and Government (Authors Own) Fig 9 : Policy Table Diagram (Authors Own) Fig 10 : Quality throughout Diagram (Authors Own) Fig 11 : Small Estates Or Schools Or Hospitals (Authors Own) Fig 12 : Goldsmith Street - Mikhail Riches (n.d.). [Online] [Accessed on 25th November 2019] http://www. mikhailriches.com/project/goldsmith-street/#slide-4. Fig 13: Open Call Diagram (Authors Own) Fig 14: Grant Agreement Diagram (Authors Own) Fig 15: Open Call Table Diagram (Authors Own) Fig 16: Open Call Table Diagram (Authors Own) Fig 17 : Grading Diagram (Authors Own) Fig 18 : Initial Approach Table Diagram (Authors Own) 114
Fig 19 : Concept Design- Expanding the Team (Authors Own) Fig 20 : Concept Design Table Diagram (Authors Own) Fig 21 : Traditional Contract, Chappell, D. and Dunn, M. (2016). The architect in practice. 11th ed. Reproduced. Fig 22 : D&B Contract Chappell, D. and Dunn, M. (2016). The architect in practice. 11th ed. - Reproduced. Fig 23 : Developed Design Review (Authors Own) Fig 24 : Technical Design - Quality Highlighted (Authors Own) Fig 25 : Technical Design Table Diagram (Authors Own) Fig 26 : Construction Quality (Authors Own) Fig 27 : Construction Stage Diagram (Authors Own) Fig 28 : Construction Table Diagram (Authors Own) Fig 29 : Soft Landings Diagram Buildingtalk. (2019). Preparing for the Government’s Soft Landings policy | Buildingtalk | Construction news and building products for specifiers. [online] Available at: https://www. buildingtalk.com/preparing-for-the-governments-soft-landings-policyAccessed 28 Nov. 2019]. - Reproduced. Fig 30 : Handover Table Diagram (Authors Own) Fig 31 : Three Stages of Post Occupancy Evaluation (Authors Own) Fig 32 : Brief Delivery / System Success / Building Performance. (Authors Own) Fig 33 : Post Occupancy Table Diagram (Authors Own) Fig 34 : Post Occupancy Table Diagram (Authors Own) Fig 35 : Feedback Table Diagram (Authors Own) Fig 36 : Political Pendulum Diagram (Authors Own)
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