Inter[act] by Migena Salihu

This is our

Proto-Practice

Contents

Business Strategy

Development Strategy

1.2 Introduction

2.2

Building Performance Evaluation

1.3

Meet the Team

2.3

Feedback Loops

1.4

Executive Summary

2.4

Inter[act] Plan of Work

1.5 Organigram

2.6

Post-occupancy Evaluation (POE)

1.6

Partnership Strategy

2.7

POE Royalties

1.8

Current State of The Profession

2.8

Community Engagement

1.10

Property Market Analysis

2.9

Client Engagement

1.12

Our Unique Position

2.10

Feasibility / Viability

1.14

Initial Investment

2.11 Contracts

1.15 Revenue

2.14 Sustainability

1.17 Returns

2.19 Planning

1.18 Viability

2.21

1.19

Project Initation

2.22 BIM

1.20

Growth Strategy

2.24

Technology and Construction

1.22 Resourcing

2.26

Building Energy Management System

1.23

Ethical Practice

(BEMS)

1.24

Operations Day-to-day

2.27

BEM Systems

1.26

BIM Management

2.28

Plan of Work (Breakdown)

1.28

Post-Completion Services

1.30

Marketing & Winning Work

Plot Passport

1.32 In-House 1.34

Operations 10 Year Growth

Endnotes

Appendices

Bibliography

BIM How-to Guide BIM Quarterly Review Survey Inter[act] Plan of Work Project Initiation: Financial Forecast

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Business Strategy POE (Post Occupancy Evaluation) Process of obtaining feedback of a building’s performance in use.

BPE (Building Performance Evaluation) A form of POE which can be used at any point in a buildings life to assess energy performance, occupant comfort and make comparisons with design targets.

BEMS (Building Energy Management Systems) A BEMS is essentially an ‘automated control system that monitors your building’s internal environment and ensures that your systems are providing optimal comfort for occupants without wasting energy’ (Sustain, 2018).

We are

Inter | ɪntər’akt | verb [no object] act in such a way as to have an effect on each other: all the stages in the process interact. • communicate or be involved directly: the user interacts directly with the library | people who interact daily.

Meet the Team

Jack Williamson

Hugh Gibbs

Meera Lad

Abigail Patel

Rebecca Rose

Sean Martin

Joseph Stancer

Migena Salihu

Alexander Bradley

Hannah Gaughan

George Kesek

Danny McBride

Contract Administration

Feasibility & Strategic Definition

Planning

Director of Projects

Technology

Mechanical & Electrical

Sustainability

Director of Practice

Community Engagement

Public Relations & Marketing

BIM Manager

Director of Business

Executive Summary There are many complexities from the outset which make establishing an architectural business challenging. This is why, as well as all being registered architects, we represent a team of diverse disciplinary specialisms. We are brought together as established experts in our particular field, working in a fully collaborative way to orchestrate all elements of our business and development strategies. As founding partners in our proto-practice and equal shareholders, we took the decision early on to replace any notion of a traditional linear organisational structure with a decentralised â&#x20AC;&#x2DC;wheelâ&#x20AC;&#x2122;. While some members take on a key leadership role, this does not alter their position within a hierarchy.

We are

Inter

This arrangement effectively forms the essence of our brand. Our specialisms blend and integrate, our roles feed into and intercept, and thus we all act in such a way as to have an affect on one another. We extend our close relations as a team to all stakeholders and specialist collaborators in order to develop long-lasting partnerships built on trust, and to deliver a more efficient service in the shared interest of all parties. Using this model, in the long-term we will form joint ventures, expanding our business to absorb roles within the wider industry, and bring them in-house to reduce our market susceptibility.

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Feasibility & Strategic Definition

Organigram

Technology

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Partnership Strategy Inter[act] is structured as a Limited Liability Partnership, or LLP, which is suited to the business as we will initially be operating in a similar way to a traditional partnership - a relatively small number of partners each making comparable contributions, and each drawing similar profits. The advantage of operating as an LLP over a traditional partnership is that members are not liable for the debts and obligations of the partnership, which will offer us many of the protections afforded to limited companies whilst also giving us the flexibility to distribute profits without being constrained by shareholding percentages. This is particularly beneficial as we are operating a business model which

has little precedent, so the activities of the company are therefore inherently riskier than a comparable traditional architectural practice which may be better suited to a partnership agreement. Since LLPs do not issue shares, the profit share of each individual member must be agreed by the other members. Following the incorporation of the LLP, we have drawn up a Partnership Agreement, which sets out the distribution of profits, and can be amended as the company grows, ensuring new members do not dilute the founding partnersâ&#x20AC;&#x2122; profit share. This agreement will also define the rights, duties and liabilities of each of the members both now and in the future.

These are our

Inter Develop lasting relationships founded on trust

Build an ethical and equal practice

Reduce risk and increase reward

Share Distribution

HFG

Taxation

Gender Pay Gap

With regards to taxation, members of the LLP are taxed as individuals based on the share of profits they receive, and the LLP itself is considered transparent for tax purposes, meaning that profits are taxed only once they are paid out to the members of the partnership (in accordance with the regular income tax rates and bands). This means that for partners earning below £46,350 per year, the rate of income tax will be 20%, and the profits will only be taxed once. On the other hand, for an identical architecture practice operating as a limited company, the company would be forced to pay corporation tax (which does not include a tax-free allowance), and then the shareholders would also each pay tax on the dividends they issued to themselves at 7.5%. As the company grows larger, and the members

As Inter[act] is a Limited Liability Partnership, our partners are not employees and therefore are not required to be included in any statutory gender pay gap reporting. Nevertheless, as this is such a critical issue within the industry and, we believe, central to the future of the profession, we are transparent about publishing our partner profit shares as a means of presenting our gender pay gap. The partner profits are calculated on an annual basis, based on the financial performance of the practice and the contribution of each partner within this. Our approach has, from the outset, been collaborative and supportive in the way that we operate as a new business and we feel that it is critical that this is communicated in the way that we benefit individually and as a whole. For this reason, our profit shares are

profit share exceeds the ‘basic rate’ of income tax, the tax advantage reverses and the LLP’s advantages for flexibility might not outweigh its tax inefficiency.

always split equally between each partner and are not calculated based on individual performance (as is typical in an LLP).

Current State of the Profession Inter[act]

National Median Pay Gap Median Pay Gap

Hawkins/Brown

Mean Pay Gap

Foster + Partners AHMM

TP Bennett Below average Above average PRP

BDP

Stride Treglown

NPS Group

This is our chance to

Inter Inter[act]â&#x20AC;&#x2122;s partnership member board is comprised of the twelve founding individuals who are all directors; five of whom are women and the remaining seven are men. Given that a key contributor to the gender pay gap is the lack of gender balance in senior roles, our practice seeks to address this imbalance in our partnership member board with a positive action strategy. This will ensure that these senior roles are equally represented in our immediate future growth. This framework encourages us, as a company, to constantly seek the best version of our practice that we can achieve as we acknowledge that our team are the first representation of what we value as a company and this significantly affects how we are viewed as a business. Equal representation is carried through the whole structure of our practice (ensuring that there is a gender balance across all roles) and is critically analysed within our growth strategy to make sure that this is maintained as our practice grows in size.

It is critical as an emerging practice within the industry, that we acknowledge the current state of the profession and the significance of our role as architects. In the last few decades, the continuing marginalisation of the architects position has led to a level of uncertainty in the industry about the perceived value of services that can be brought to the construction process. This lack of perceived value is then perpetuated by the existing culture of a number of practices working predominantly on competitions, and therefore often end up in a ‘race to the bottom’ with regards to fees charged for their work. This is exacerbated by the absence of the RIBA fee scale, which has led to architecture practices competing to offer the smallest percentage fee (typically 4% on larger projects) and is particularly detrimental to smaller practices who cannot afford to do this. Furthermore, as the number of projects procured under Design + Build contracts

has grown over recent years, there has been a reversal in the traditional roles and hierarchies within the construction industry whereby the process of novation leads to the architect becoming employed by the contractor. Not only this, but the rise in D+B has contributed to a diminished perception of the potential value brought to a project by architects, and given contractors control of the purse-strings. Consequently, the end product morphs to one far from the original vision and is instead the result of value engineering. Nevertheless, these buildings are still considered to be the product of an architects work, which leads many people to devalue the worth that we, as professionals, bring to our projects. Our practice seeks to critically address this in our redefined building model, where we are re-establishing ourselves within the construction hierarchy, embarking on joint ventures with developers and offering services that add tangible value to our projects.

2008

The Marginalisation of Architects

INSULAR PROFESSION

Reduction in Demand for Architects’ Services

PUBLIC IGNORANCE

PRODUCT SOCIETY

INFLEXIBLE ROLE LOSS

PRESENT

Property Market Analysis Inter[act] are passionate about designing and delivering schemes that will make a developer money. We understand that the asset value if a building is far greater than it’s build costs, even after the sacrifice of an architects’ fee. However, we believe architects can deliver additional value which our clients could continue to capture over the longer-term, and this is somewhat harder to prove. The market is changing, and so too is the expectation of building users. Developers might begin to look at the dramatic shift in the market and find entrepreneurial means of investment for longer-term return, this is where we see ourselves interjecting.

All new work Non-housing Repairs/Maintainance Private Housing Repairs/Maintainance Public Housing Repairs/Maintainance Private Commercial Private Industrial Public Other New Work Infrastructure Private Housing Public Housing -200

+200

+400

+600

+800

+1,000

Difference (£ million)

Construction Output in UK by Sector

Growth in Volume (Q1 - Q2 2018)

We look to the market and

Inter The Rise & Rise of Build-to-rent Total Units by Status 120,000

Completion

100,000

Construction

80,000 60,000

Detailed Permission

40,000 20,000

Detailed Application Sep ‘18

Jun ‘18

Mar ‘18

Dec ‘17

Sep ‘17

Jun ‘17

Mar ‘17

Dec ‘16

Sep ‘16

Jun ‘16

Mar ‘16

Dec ‘15

Sep ‘15

Jun ‘15

Mar ‘15

Dec ‘14

Sep ‘14

Jun ‘14

Mar ‘14

Dec ‘13

Sep ‘13

Complete Construction Detailed Permission Detailed Application Outline Permission Outline Application Pre Planning Build-to-rent Map of Manchester British Property Federation (BPF)

While government rhetoric continues to recognise the UK’s housing crisis as the ‘biggest domestic policy challenge of our generation’ (May, 2018), they also continue to advocate home ownership and look to the market as the ideal solution. However, a combination of constant under-supply, and the rising price of property (particularly in cities) has pushed home-ownership so far out of reach for an entire generation, that any reactionary approach will do little to dramatically alter an already entrenched ‘generation rent’. Despite our feeling that this is a somewhat damning indictment, the emergence of the ‘build to rent’ market has given developers a new way to profit, and the construction industry has experienced growth as a consequence. Additionally and notwithstanding, the attitudes of this generation have evolved. The preference for urban dwelling and new purpose-built homes are typically flats, developed with the aim of appealing to long term renters instead of buyers.

Although build-to-rent is not currently a mainstream property class, increased investment patterns, growing demand and the authorities’ rising support for this asset type are proving to be invaluable to the acceleration of this sector. In 2017, the buildto-rent market attracted £2.4bn in investment and is forecast to grow by a further 180% over the next six years (Trup, 2018). Rather than begrudging, our aim is to strike while the iron’s hot, and use this booming market to our advantage; whilst also bringing architects back to the fore as a long-term stakeholder (as well as a shortterm contributor). The build-to-rent sector is funded and managed by investors who require long-term rental growth, therefore its business model depends on ensuring a quality experience for customers. The sector becomes one in which we think architects should have a continual involvement in as trained experts in the value and performance of the built environment.

Our Unique Position

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Inter[act]

Developer/ Client

P ro

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We are an

Inter Fundamental to the way we operate our business, and a core underpinning of our redefined development process, is a cooperative relationship between architect and client, as shared stakeholders. Inter[act] involves the collaborative effort of many people, and none more important than an engaged client. Working closely in open exchange from inception and throughout a project enables us to foster a mutually beneficial relationship through the shared spirit of success. We know we can learn from a savvy client just as much as they can from us! Getting everyone to contribute and buy into the vision brings a shared responsibility, accountability, and liability, and we think this should mean a shared stake in the reward.

We are championing a unique joint venture approach with developer clients. Only by investing in our schemes ourselves can we prove we can leverage risk, and provide our clients with the security they desire. A relationship based on building trust is key, as clientâ&#x20AC;&#x2122;s begin to recognise this empathy with an equity in the finished scheme. The benefits of retaining a proportion of a finished scheme are paramount to our business. It will allow us to begin to build a property portfolio which will not only provide profitable revenue for the business, but also testament to our business strategy for marketing purposes. When our investments pay off, it will only serve to perpetuate our relationship with the client, and generate a feedback loop in which each project is used as precedent to inform the next. Inter[act] believe that our professional responsibility extends beyond seeing a project through to practical completion, and as an

equitable partner in building ownership, we should oversee its long-term management also. By agreeing to take on a percentage equity in our finished schemes, we will benefit through knowledge as well as passive income streams. Through investing in quantitative and qualitative post-occupancy evaluation, we can re-establish our worth with an evidence-base of measurable improvement and hopefully gain repeat custom as a result. Contracted Professional Services companies in charge of building management over the longer-term are not responsible for providing unbiased findings. As architects, we want to address this and think we should be able to post-rationalise using real evidence from past successes and failures, as opposed to speculation. At Inter[act], we want to be able to harness our value as an effective service over the lifetime of a project, thus reducing our market susceptibility. We will justify the worth of design decisions and diagnose ways to improve our existing buildings.

% Equity in Development

Developer/ Client

Profits

Property Portfolio

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Initial Investment To begin with, we have raised capital to launch Inter[act] by seeking angel investment in return for a percentage share of the profits of the practice. Whilst it is undesirable to give up part of our practice, this does provide the founding partners with a means to begin trading without any financial investment or personal liability, enabling the company to execute a long-term business plan that will lead to greater profits and the potential for greater scalability down the line. We believe that our business model (which enables us to generate revenue long after project completion) gives us the potential to grow much larger than a traditional architectural practice, and this poses an exciting proposition to investors. The money will be used for initial start-up overheads of the

business such as renting an office space, buying equipment, and payroll before we secure our first project. Inter[act] have decided to use this approach to raise funds as opposed to a bank as it is likely that our company will not be profitable for at least the first few years of operation. Requesting funds from a bank would put pressure on us to be profitable from very early on in the life of the company, and this is incompatible with our business model. The downside of this is that we will lose part of our business, as the investor must become a member of the partnership (since LLPs do not issue stocks), and therefore will take a cut of our profits after being written into the Partnership Agreement.

This is our

Short-term Land

Cost of Sale/Marketing

% Fixed Fee

Construction

Land

% Fixed Profit

Cost of Sale/Marketing

Fee (Covers Overheads)

Construction

Profit + “Value” Profit

Total Architects’ Income Subsidised by Investors Total Developer/Client Income Costs outside of Client/Architect

Revenue 1.4x

16% 14%

1.3x

12% 10%

1.2x

8% 6%

1.1x

4% 2%

Median Price 2005 (x)

0% -2%

0.9x

-4%

-8%

Figures from ons.gov.uk NB: Construction figures UK Real Estate figures North-West

-10%

UK Construction Industry

-6% 0.8x

0.7x

-12%

Private Rent House Prices

-14% 0.6x

-16% -18%

Our business model aims to break the unhealthy dependence of traditional architectural practices on the unpredictability of specific sectors, and the construction industry in general. Working for fees which are only paid during the construction process exposes the architectural profession to any volatility in the construction industry.

(Annual Value of new orders) Annual % Change - North West Annual Growth - North West

value of this labour by the client, resulting in reluctance to pay fees when the client’s investment does not provide the expected return (if any).

Another problem with the traditional model of practices is the alignment of the client’s

By diversifying our sources of revenue and breaking our dependence on fees during construction, we can reduce our exposure and stabilise our income, all whilst also adding value for our clients and increasing our profits.

available capital with the requirement for fee payments. This can lead to conflict with the client, and a divergence between the cost of the architect’s labour and the perceived

To do so, Inter[act]’s business model is based on two sources of revenue: fees and royalties.

Fees

Royalties

Fees are typically paid by the client during and immediately after the construction process. They can be adjusted for any unexpected works and allow the architect to receive payment in short time frame, which is vital for the cash flow of a business. Inter[act]â&#x20AC;&#x2122;s model deviates from the traditional system in one major way â&#x20AC;&#x201C; we work for our client on a non-profit basis. Typical profit margins of a firm of our size is around 22%, and we pass on that saving to our

Royalties are collected over a ten-year period. The client (developer) agrees to pay us a quarterly payment which is a percentage of the effective gross income from the built-to-rent (BTR) development. The total Present Value / NPV of the royalties is equivalent to 150% of our forfeited profits.

client. Receiving fees without profit allows us to keep the lights on whilst also providing our services at a price that our peers cannot compete with. To compensate for our lost fees, we instead ask our client for royalties.

developer, this aligns the payments for architectural services with their available capital, easing their cash flow and preventing them from needing to borrow at the highest risk stage of the development (stages 0-2).

This increased fee is justified by the risk taken on by Inter[act] in the receipt of the payments over such a long period. For the

This is our

Mid-term

By designing the business model to profit from both sources, we are alleviating financial strain on the client whilst also diversifying and compounding our revenue stream.

Goals nt me

Time

Invest

Unlike fees which rely on the stability of the construction industry, our royalties are generated from the tenants of our property assets (both commercial and residential) and are therefore derived from the bouyant property industry.

Returns

High

50%

Developer’s Available Capital

Developer’s Perceived ‘Risk’

30%

20%

10% Low

Inter[act] Profits

Mid

40%

Typical Architect’s Profits

Profit

Debt

fees defer during project

RIBA Work Stages

Inter[act] overheads

cost of work completed at each RIBA work stage

A critical aspect of our business plan is the collaborative venture with developers and, thereafter, our ability to become a shareholder in the project. By becoming an investor in a development, we are taking on a higher level of risk, which increases the potential for significant gains or losses on our investment. By remaining risk conscious but not risk averse, we are seeking to gain a growth on our investment that reflects our dual role within the project.

It is key to understand where our comfort level is and our investment goals for each project to ensure that the development will fit in with our investment strategy.

• •

the amount of money invested, the length of each investment,

We understand that any contribution we make will always carry risk, and the riskier the project the more return we might expect to receive.

• •

the rate of return, and the projected growth of our collaborative project.

As part of our continuous strategic planning within the practice, we will continue to oversee the preparation of financial appraisals which forecast:

Viability Inter[act] will use a high-level hybrid study before all projects reach the operational stage, incorporating project feasibility, and viability from the point-of-view of both parties. It will examine whether the investment by the client and Inter[act] would outweigh the level of risk and integrate into the longterm financial plan of our business model. The level of detail in this report will depend on the nature, complexity and constraints of the scheme, but in all cases it will form the foundation of our projects, and will be referred to regularly throughout their lifespan to evaluate development. This â&#x20AC;&#x2DC;Project Initiation Documentâ&#x20AC;&#x2122; (PID), sits alongside a feasibility study and will

be an essential bargaining tool and serve to persuade potential investors. With the stakes at a high level, a formalised risk management assessment and control procedure is implemented to reduce the risk of challenging relationships and conflicting interests with clients and investors. By putting the Project Initiation Document into practice at an early stage, we attempt to streamline the strategic definition and briefing work stages through a more advanced study which incorporates agreed ambitions for a development from the outset. This should effectively alleviate the need for copious options appraisals during an unprofitable period for Inter[act].

Risk and reward

Inter The primary aim of this approach is to ensure we have a selection of varied assets with

Inter[act]

Return

By assessing the affordability, profitability and value of a proposal (much like a traditional quantity surveyor role) we can create a unique portfolio of projects across the residential and commercial sectors.

Traditional Practice

which we can minimise our exposure to risk, but maximise our exposure to reward.

Risk

Project Initiation Project Plan (brief)

Provide the context

Defining how and when the objectives of the brief are to be achieved: showing methods, activities and resources required on a project. It provides a baseline against which to monitor progess stage by stage.

Define the specifics Define project, breakdown structure

Project scope (goals) Defining and determining a list of project goals, including deliverables, features, functions, tasks, deadlines and costs. Identification of all variables to deliver the project brief.

Stakeholders Widentifying the client, and key parties in project development and the role of Inter[act] in relation.

Project controls (BIM coordination)

Project Organisation (role descriptions)

Summarizing the project-level controls such as stage boundaries, agreed tolerances, monitoring and reporting. I.e. Planning controls.

Identify the project management team and any other key resources.

Stage 0

POE (breakdown) cases Describing the justification for the project based on POE feedback, in addition estimated costs, risks and benefits.

Risk (assesment & management) Describing the specific risk management techniques and standards to be applied, and the responsibilities for achieving an effective risk management procedure.

Constraints

Define internal and external team Identify risks, issues and dependencies

Financial/ budget requirements

Financial Business Plan (forecasts) Share PID

Project Initiation Document

Source: (Prince2-Project Initiation Documentation, 2017)

Growth Strategy

This is our

Long-term Project cost (PC) = £30,000,000 Profit deferred = £257,400 3.9% of PC = £1,170,000

Profit margin = 22% (architects typical fee)

Int

e ra c t fe e s

Fees Profit to cover overheads

Project/ development £30 million

£500,000 Investment

Inv

e st m e nt

Initial rent Bonuses Supplies Computers Equipment

20% of Inter[act] equity

Royalties from development 2.13%

Return on Investment 20% of Inter[act] profits

Value of Development

No.

Rate (£/unit/m)

Revenue (£/m)

49 94 6 149

1000 1500 2200

49,000 141,000 13,200 203,200

Area (sqf ) 1615

Value (£/sqf/m) 3.33

5,378

No. 65

Rate (£/unit/m) 95

6,175

Residential 1 Bed 2 Bed 3 Bed Total

project 1

Commercial

Car Parking Spaces Total Gross Rent (£/annum)

2,577,035 Revenue Projections

Inter[act] Fee Calculations

Value Fees deferred = 257,400 on project Royalties (%): 2.13 Discounted rate (%): 8.00 License Term (years): Present Value (PV):

Current annual rent

Units Expense Inflation

Management fee Building Management System

% %

8 2

Total expenses (£) Operating Statement

PV of Total = 385,556

cnt.

206,163

Effective Gross Income

Fee Premium: 50%

Traditional 70 Practice

Current operating expenses

FV: Future Value n: No. of compounding periods in the term i: Interest rate(inter[act] discount rate)

2,577,035

Expense Projections

FV (1+ni)

Units £

2,577,035 Royalties Recieved

Thousands

Present Value (PV)

Inter[act]

23,766

25,413

27,174

29,058

31,071

35,528

33,225

37,990

40,623

42,595

0 1

Years

44,663

46,831

financial forecast

43,974

50 no fees past this stage

20**

Pre

Post Completion

Resourcing Traditionally, flexible working has been considered detrimental to practice and only relevant to working parents who need to care for family members. The long-hour culture of architectural practice has, for many years, contributed to the significant drop off in female architects (currently only 26% of qualified architects in the UK are women (Fairs, 2016). Not only this, but it has also lead to many men seeking alternative job roles due to the lack of accommodation in practice for flexible and/or part-time roles.

as part of their employment contract. This approach seeks to remove the stigma around flexible and part-time working and is offered to all of the team so that they can accommodate their own individual activities around working hours. Each team member (including the shareholder directors), is required to work 37.5 hours a week but may distribute these hours across the week as they see fit, providing they complete the work that is required of them that week. Aligned with our ethics, we see this approach as being viable as we pride ourselves

Flexible working is actively encouraged within Inter[act] and is offered to every employee

on being a communicative practice, therefore resourcing is discussed amongst the wider team.

We are

Inter Within Inter[act], we understand that investment in people is key to the success of our practice and feeds into every aspect of our business and the work that we do. Our approach to flexible working and parental leave enables us to operate a more inclusive mode of practice, and adds to the productivity and efficiency of our team.

Ethical Practice

of requests were successful

of mothers benefit from an enhanced package

men of parents said they had not been made aware by their employer of their rights on the flexible working policy.

72%

of fathers received an imrovement on statutory pay and leave

women

of parents applied for the flexible working policy

of parents said their practice offered statutory maternity

Flexible Working Culture

Source: The Architects Journal (2018 AJ Survey Results)

The reliance on mutual trust between members and employees is essential. We actively acknowledge that everyone has different commitments and priorities in work/life and that these no longer fit into the traditional 9-5 structure. Therefore, the future of practice must work with and not against these evolutions within the world of work (which have been adopted across the business and technology industries for many years already). The promotion of flexible working also ensures that we will constantly continue to attract the best talent from within the industry as our practice is able to accommodate various requirements for employees with varying experience. Nevertheless, we acknowledge that the success of our team is not just about how we work day to day but also about how we

support the practice as we grow and that the needs of individuals change. Parental leave is a key topic across all industries, and many lessons can be learnt from observing models adopted in countries such as Denmark, Finland and Lithuania. Providing arrangements that support maternal and paternal needs equally is key to supporting the values and ethos of our practice, as this acknowledges that it is not only women that require these needs after having children. Employees are offered 52 weeks of paid parental leave, with the first 26 weeks offered at 90% pay, and the remaining 26 weeks at 75% pay. This structure not only offers employees competitive parental leave, but also guarantees that they are able to return to their previous job role following leave. Inter[act] want to ensure that their employees do not find themselves held back or having to repeat years of experience, as is often the case in traditional practice.

Operations In-house

project 017

out of office

project 011 site visit

AB directors meeting

manchester city council projects review with local authority planning officers project 022

project 028

Business

project 022

project forecasting

financial review

project 028 DTM

project 019

project 026

project 014

JW directors meeting

project 011 site visit

Practice

DTM

tech review

sustainability review

Projects

project 017 M&E review

project 028

HFG

project 019

participative community workshops - south manchester

project 022

directors meeting

project 015 DTM

private appointment

Day-to-day

Outsourcing

project 017 DTM

cpd

project 010 site visit

project 010

project 017 acoustic consultant

project 013

strategic review

project 011

networking event

project 011

revit cpd

project 010 landscape designer

project 010 site visit

project 021 DTM

nursery pick up

project 011 interior designer

project 013

inter[act] marketing event

project 021 DTM

contracts review

internal business review

project 022 research team

networking event

project 021 heritage consultant

BIM Management A vital unique selling point for our clients is the fact that we provide a quality service at an efficient rate, and the use of BIM is an integral factor in achieving this.

consultant and author of the central model will always be us, and therefore we are able to take full responsibility for-, and control of-, our work.

In terms of liability, issues could potentially arise when various specialities within the overall construction team are simultaneously working on the same BIM model. During this time, there is a greater risk to the project due to the lack of control over the timescale of different disciplinesâ&#x20AC;&#x2122; scope of work.

In conjunction with this, we also implement a strict best practice guide that the team strives to adhere to at all times, with the intention of avoiding circumstances such as detaching a model from work-sharing. The advantage of having a co-ordinated model is that any clashes are easily highlighted to avoid problems later in the construction process, furthering our endeavour for efficiency.

As Inter[act] is an integrated practice, this issue is drastically minimised. The lead BIM

Our systems are

Inter We are eager to ensure a quality experience for our client-collaborators, which extends past handover. From the outset, Inter[act] is a BIM competent practice. We utilise Autodesk Revit as our tool of choice and implement an emerging BIM Level 3 framework. This encourages the emphasis on consistency and collaboration, as any amendment applied to the model is translated to all drawings, minimising room for error and feeding into our overall business strategy of streamlining. The application of BIM, and our heavy reliance on the use of market-leading software will have weighted financial implications at the outset for our business. It will entail initial purchase of software licenses, equipment such as VR headsets, and thereafter regular CPD for all members of the team. However, we strongly believe that investing our efforts in this production method will be exponentially beneficial to drive progression as a practice, and a crucial investment in ourselves.

In order to become leading and competent in BIM, we are passionate about continually developing our skills within the field. The National BIM Report 2018 by NBS stated that only 58% of BIM users are confident in their knowledge and capability (National BIM Report 2018, 2018). This is a statistic that we want to drastically exceed in our practice. The strategy we will implement to achieve this will be established with three main focuses: •

The BIM team will set up monthly inhouse CPD sessions, in order to provide regular teaching in best practice for the whole team. These meetings will be seen as compulsory and incorporate any amendments to our BIM Execution Plan. This will encourage all members

of the team at Inter[act] to progress at a consistent rate. In addition to this, the BIM team will produce a ‘How to Guide’ containing a catalogue of topics for everyone to refer to. (See appendix A for an example guide). •

Becoming involved with advancement within the field by attending meetings and joining societies such as the ‘Manchester Revit Group’.

•

Ensure that all members of the team are working to consistent standards. This will be achieved by setting impromptu surveys which allow the team to review their own capabilities quarterly, highlighting areas in which we feel improvement may be necessary. (See appendix A for an example survey).

Post-Completion Services Inter[act] believe that there is a common misconception within the construction industry whereby Post-completion services is considered to be the responsibility of those who are more technically focussed within the design process. As a result, the emphasis is often put on the technical performance of a building, neglecting the potential for added social and cultural value.

In terms of the lifetime costs of any given commercial building, its 20 year operations and maintainance expenses (incurred through use as well as ownership) can be up to 5 times as much as its construction. The function of a building over 20 years (salaries of those using the space) can be 200 times as great. (Saxon, 2014)

This is where we believe Inter[act] will begin to foster a working relationship within our

Surveys indicate that take-up of PostOcupancy Evaluation (POE) is very low, with a total of just 9% of British-based architectural

community of building users, and thus their local area. This begins to define our unique position within the market, distinguishing us from other professional practices.

practices offering POE on housing projects (Clark, 2015), and only 3% generating revenue from these services (The Fees Bureau & RIBA, 2015).

This is our

Inter There are some obvious barriers and concerns with regards to Post-completion services from our perspective and that of the client, due to the effect this has on insurance, lack of leadership, education and know-how. Issues surrounding insurance in particular have been mediated recently following confirmation from the RIBA, that architects with an RIBA Professional Indemnity Insurance policy are covered to undertake Post Occupancy Evaluation (POE)/ Building Performance Evaluation (BPE) services. The announcement recommends that practices that are going to offer these services inform the RIBA Insurance Agency of their intention to do so (Roberts, 2001).

Operation & Maintenance Construction

Building Function 3% 9%

All UK Chartered Architects

Charge a Fee for BPE Offer BPE

Overall Costs of a Commercial Building (Average) Over a 20 year period

UK Architects offering BPE Services As a % of Total

As a new practice we are passionate that

More importantly, we continue to build upon

we continue to deliver quality and seek to improve the perceived value of all our projects. According to research, the Building Energy Management Systems (BEMS) market is to almost quadruple by 2020, and be worth over ÂŁ700 million (Evantage, 2018).

feedback from previous schemes in order to inform subsequent proposals. This knowledge base ensures that we will offer an unbiased and evidence-based service to our clients which should serve to perpetuate our relationship with them.

More often than not, data collected via these BEM systems is not fed back into future projects at an early enough stage (benefitting from hindsight). Inter[act] are looking to change this by critically assessing data at all design stages and applying it to planning, detailed design and construction, thus improving the overall efficiency of project delivery. Once these systems are installed and the initial data

In order to meet necessary design standards, manufacturers can exaggerate claims on performance and the efficiency of their products based on laboratory tests (Nelsen, 2015). Typically, contracted building services companies in charge of building management do the same in order to appease. In contrast to this, our services will expose these insufficiencies and give a clearer indication

collected, our practice offer a consultancy service to our clients, providing continuous advice on how to reduce their energy consumption during the lifespan of the building.

about how these products will perform once situated within their building.

Marketing & Winning Work Marketing to our clients as a means of gaining a steady flow of work is critical to us not only in practical and financial terms but also with regards to our position as a community-based and community-focused business. A key element of our strategy relies on securing long-term and successful relationships with clients who share similar values to us as an ethical practice. Therefore it is key that the way we market ourselves seeks to attract these clients early on and then retain them as we continue to grow and expand within the city of Manchester.

This is our

Inter Designer Based In Manchester

This chart reveals the potential for local practices to take advantage of the growing build to rent sector in Manchester. It also identifies a gap in the market for an architect to take on the role as a developer. Key:

Smiths Yard

Build to Sell Scheme Under Construction (In Manchester)

Weavers Quay

A Gap In The Market

Kampus

Axis

2-4 Chester Road Port Street

Place North West

Angel Gardens

Build to Rent Scheme Under Consruction (In Manchester)

Embankment West

Trinity

River Plaza

First Street Potato Wharf Designer Not In Manchester

By operating our practice from central Manchester, and building a strong portfolio of work within the region, we will be ensuring that we establish our name within our locality. As architects who base themselves within the same location as our work, we understand the value of local knowledge and have an appreciation of key issues/concerns for clients. We have devised a series of tiered packages which pitch the varying levels of service we offer new clients in the short, medium and long-term. Packages are separated into

bronze, silver, gold and platinum levels, and will be selected depending on the individual preferences and priorities of each collaboration. This provides flexibility for prospective clients, as well as a quality guarantee (in terms of service and product), to be maintained from project inception through to completion. To ensure that we are building strong relationships with our clients from the outset, we are transparent regarding our fee structure. Ultimately, this allows us from the very beginning to engage in honest and productive conversations and emphasises our unique position in the market as an ethical practice.

Building regs Approval

Silver

Every year

5 years service

Building regs Approval

Gold

Every 6 months

10 years service

Building regs Approval

Platinum

Unlimited 50 years contact service

Environmental / technical

1 year service

Gauranteed high level of service due to personal investment from partners

Post-occupancy evaluation services

Every 3 years

Bronze

BIM model fully functional across all RIBA work stages to prevent delays

BEM Systems User Guide

Community engagement including RIBA plan of work stages: 0-3 and then throughout 6-7

Engagement with planning authorities

Minimising the risk involved for the developer

Clients invited to end of stage meeting along with contractors, team members, engineers

Available Service Packages

Passivhaus certification

+ Use of Virtual Reality

In-house Looking ahead to the future of the practice and our long-term plans for growth, we acknowledge that as the companyâ&#x20AC;&#x2122;s profit margins increase, we will have the ability to invest in areas which will streamline the construction process. Eventually, instead of hiring external contractors to deliver our projects, our ambition is to set up our own in-house contractor. This will allow us to regain control over value engineering, whilst also minimising the risk of information being lost or misinterpreted as it moves between members of the construction team. Ultimately, this will provide us with the opportunity to fulfil our goal of implementing full digital fabrication models to feed into a fully automated in-house fabrication process.

We will become an

Inter

Our long-term goal is to invest in speculative and experimental research, which contributes to the advancement of technologies within the fields. In conjunction with this, it will allow us to feed into the patenting of new technologies, the result being the opening of the potential for exponential growth as a company. Expanding our team and bringing in specialists will create a buffer zone which will look to solve the issue of staff having to take unexpected leave, or if they need to take maternity leave for example.

ENSURE CONTINUITY

USE FEEDBACK TO INFORM

COMMIT TO AFTERCARE

SHARE RISK & RESPONSIBILITY

FOCUS ON OPERATIONAL OUTCOMES

INVOLVE BUILDING MANAGERS

COMMUNICATE & INFORM

PROVIDE LEADERSHIP

INVOLVE THE END USERS

SET ROLES & RESPONSIBILITES

SET PERFORMANCE OBJECTIVES

ADOPT THE PROCESS

As our understanding of BEMS (Building Energy Management Systems) grows, we aim to expand our team and employ flexible in-house specialists who will look specifically at data gathered from our BEM systems on previous projects. Inter[act] will adopt the ‘soft-landings’ approach to design which, amongst many other values, requires a POE team to analyse the results in an on-site environment. The team will focus predominantly on their understanding of the collected data which will influence future designs and projects. Our strategy will follow the ‘soft-landings’ framework as a way in which to format our structure, using the 12 key principles as highlighted in the diagram

As part of our practice growth, we intend to develop a reputation as a specialist and thus a market leader within the field of Building Performance Evaluation (BPE). Although we are aware of the risks that accompany such a proactive stance on these evaluation procedures, we intend to embrace our liability if/when negative findings are exposed as a result of our evaluation process; therefore, only assisting the development of our reputation.

above.

strongly believe that in order to develop BPE within our practice and industry then the necessity to develop BPE education within both university and practice is critical.

Furthermore, we would also like to encourage collaborative relationships within academic institutions and their researchers in order to gain the resources and expertise. We

HFG

team

partners

Operations

project 541

sustainability

project 497

projects

m+e school drop off

project 501 site visit

technology

director of projects

planning

senior technologist

junior technologist

project 541

project 531

directors

project 520 site visit

meeting project 516 public planning consultation quarterly investment reviews

feasibility + strategy KW

business

project 498

part 1 architectural assistant project 498

BIM coordinator KW

revit course

BIM technician

contract admin directors

director of business

project 498

meeting quarterly investment reviews

public relations

project 517 deadline

junior marketing consultant

project 505 community strategy

practice

community engagement JR

project 516 public planning consultation

heritage consultant

manchester city council directors

director of practice LW

part 2 architectural assistant

project 505

meeting project 501 site visit

in-house

10-Year Growth

project 525

project 510 review

project 504 DTM project 533

NP KR

project manager

quantity surveyor

structural engineer

civil engineer

CDM coordinator

software engineer

finance director

sales director

investments

researchers

tech review

project 533

internal review

project 504 Handover

project 520 financial review

project 518

project 538

internal BIM review

project 507

paternity leave

project 488 site visit

appt

inter[act] networking event

project 489 Handover

out of office

project 505 community workshops

project 504 DTM

internal review

project 493

project 507 riba nw part 3 study day

developer

project 504 DTM

contractor

Inter[mission]

Development Strategy

Building Performance Evaluation (BPE) Inter[act] uses Building Performance Evaluations (BPE) throughout the development process. We implement BPE as an evaluative methodology throughout each stage of our design development process. This will ensure the quality of our work through self critique and qualitative and quantitative data collection; including early design stage and Post Occupancy Evaluation (POE). Our BPE system makes the greatest impact to the development process at the stages of briefing, early and developed design, handover and in-use. Our data collection methods include a proactive approach to community and client engagement, and objectives towards sustainability targets and building quality. To achieve this, we collect and apply:

• Feedback (soft data) from our clients and building occupants and community through survey questionnaires, interviews and / or workshops throughout the project cycle. • Feedback (soft data) from within Inter[act] and our extended design team regarding project progression and past projects lessons through meetings, workshops and CPDs. • Data and information (hard data) from Inter[act] and our extended design teams BIM archive and applied within our BIM systems. This information is then fed into the BEMS within each project to create intelligent and responsive buildings. These systems help us deliver our ethos of efficient and intelligent design, in which a continuous loop of feedback and information

BEMS

Technology & Construction

BIM

Planning

Sustainability

Contracts

Feasibility / Viability

Client Engagement

Community Enagement

Post Occupancy Evaluation

Design Development Themes

Feedback Loops

C om

B EMS

munity

uc t ion ns tr

Technology

Fe ed ba ck

e h o l d e r sâ&#x20AC;&#x2122;

Lo op

Sta k Analysis

can support our growing knowledge, thus allowing us to offer our clients the highest quality of service. More unconventionally, the community we operate in also forms a pivotal part of our evaluation process. We see the potential of reaching out beyond our clients and fellow professionals, and look to form a richer dialogue in which the community are encouraged to work closely with professionals in order to provide projects that benefit as many stakeholders as fairly as possible. Below follows a series of design development themes in which our BPE strategies integration is detailed throughout.

B I M

Here, Inter[Act] looks not only to identify the clients Business Case, the Strategic Brief and the Project Programme, but we will undertake pre-occupancy evaluations and learn from previous projects.

Handover & Review

5 c tru

We will be maintain close involvement with the offsite manufacturing and onsite construction in order to complete the â&#x20AC;&#x2DC;As-built informationâ&#x20AC;&#x2122; and build our knowlege base.

tio

4 Technical Design

Pr ep

e Us

We will maintain a close relationship with the client to ensure that a comprehensive, understandable handover strategy is implemented. Our bespoke contract runs into post occupancy.

ar at io

Strategic Definition & Previous Project Review

We will continue to implement the Handover Strategy and monitor the POE information for the period defined in the contract. We will also undertake a comprehensive review of the projects success.

Utilising the near complete BIM model, we will ensure that all systems are fully integrated. This will be used to help us to develop a coherent Construction, Maintenance and Handover Strategy.

ve l

Inter[act] Plan of Work

The Initial Project Brief, budget, Sustainability Aspirations Site Information and Project Budget will be developed. We will involve our client, contractor, sub contractors and the community in early design development.

Concept Design

We will begin to develop project strategies, a Final Project Brief, an Outline Specification and consider cost information. We will maintain an integrated project team design approach.

sig n

As our design progresses (in collaboration with all parties of the building contract), we will develop a complete specification based on our modular elements. We will consider the appropiateness of using parametric design.

1 - Post Occupancy Evaluation (POE)

â&#x20AC;&#x153;Inter[act] define POE as...

Alec Bradley

Technology

The process of ascertaining the quality and standards of design and construction (including space planning, resource consumption, internal environmental quality, maintenance and occupancy costs, user comfort, satisfaction and outcomes) and the continual learning and dissemination of POE knowledge in order to shape our future projects and practice operation.â&#x20AC;?

POE Royalties The use of POE is crucial within Inter[act]’s strategies to drive better design and create more efficient buildings for the client and the community. POE adds value in tangible ways, it will be key within the handover of a project in providing vital information for the subsequent life of the development. The POE will feed into the larger Inter[act] BPE feedback loop, allowing all projects Inter[act] work on to learn from this information. Inter[act]’s POE will include a building operation manual for clients, containing information required for the efficient operation and maintenance of the building. In contrast to common practice, where the manual is prepared by the contractor or sub-contractors, our manual is designed by Inter[act]. It combines information from all relevant parties within the design team. Another unique aspect of our manuals are that we issue a final draft at the handover stage, where as a draft version is usually submitted during the handover procedure following a final document formed several months after practical completion. Our manual can be submitted earlier because it will be continue to develop and evolve during our POE contract, evolving as we continue to learn about our client’s buildings. This will come in the form of an electronic interface developed externally during our early stage as a practice, however we look to control this service in house as we develop as an organisation. During the handover period, there will also be time allocated by Inter[act] for education workshops and demonstrations regarding the building operations manual.

This process also includes our ‘Migration Planning’ procedures, as sounded in the soft landings stages. We have found that plans for moving in are often affected by business activities at the time, and these are often unknown to the design and construction team. A relatively small involvement by those providing the building in the occupier’s logistics planning can help minimise the inevitable upset to users caused by unforeseen clashes between organisational priorities and site activities.

Royalties Inter[act] want to abolish a cultural barrier within the profession whereby POE is seen to be the responsibility of more technically oriented architects or consultants placing an emphasis on energy with a concomitant neglect of issues of social and cultural value. Inter[act] share collaborative responsibility within a project through ‘performancebased specifications’ and ‘integrated project insurance’ in order to spread risk across the project team. In addition, a member within each project design team who specialises in this field will be designated as BPE coordinator, until such time when our practice growth may enable us to develop designated research teams specifically focused on BPE/POE in order to support our design teams. It is also the role of the BPE coordinator to ensure that the correct knowledge base is disseminated across their

2 - Community Engagement

Design

Design Through this collaboration we build a relationship that can grow into a collaborative partnership to host community based design competitions. (Maybe we could utilise MSAp links of projects to Southway or MUCH?)

We build a relationship to host community based design competitions.

We research and contact potential organisations working to collaborate either within or beyond our community.

Connect

Connecting with existing community schemes to offer further design input and expertise.

Event

Connecting with existing community schemes to offer further design input and expertise.

Connect

Connect We research and contact potential organisations already working on the particualr design issue brief either within or beyond the community.

Event

A vital component of our Building Performance Evaluation system is to involve project stakeholders so that they may assist in shaping of their built environment. Through broadening our Inter[act]ion beyond professionals, we can factor complex cultural issues such as identity, atmosphere, and belonging within our designs. We believe there is value in incorporating wider stakeholders in this relatively ‘light-touch’ programme, not only for the communities we connect with but also for Inter[act] and our clients.

Incorporate community within the practices handover extension philosophy

Establish links with existing community organisations

Event Being part of and supporting the events ran by those organisations that we work with whilst coordinating these events in cooperation.

Visits to recently completed projects within the community or projects similar to prospective projects .

Event Exhibitions that exhibit and discuss practice explorations and practices

Design

Repeat, learn, evolve, grow. Design & Voice collaborations within our community, facilitating feedback.

Event

Connect Connecting with existing community schemes to offer further design input and expertise.

Extending invites to appropriate events for local organisations that have been, or potentially been, involved with.

Design Design charrettes and arying community design events. Working within schools and community organisations. We work directly with communities with limited access to the city centre’s arts and culture offer (Maybe we could utilise HASE footage to show the design event?)

Design

We invite our community to events within our studios; including design reviews or CPD’s where the design team also attend and contribute.

Open door policy / Activating community participation within the work/office environment

Event & Participation within the community that we operate in house

Sean Martin BPE

The collaboration we propose predominantly applies from ‘Stage 6’ through to ‘Stage 3’ in our BPE feedback loop, thus enabling our communities voices to heard throughout the design and Post Occupancy (POE) process.

3 - Client Engagement Another key aspect of our Building Performance Evaluation is the relationships we have with our clients. As previously discussed within the ‘Inter[act] Business Plan’, we want to work with clients that share our values for a; honest and transparent working collaboration, community engaged design process, and high quality architecture that can continually improve, evolve and educate through our BPE strategies.

of SMART (specific, measurable, agreed, realistic and time bound) objectives, we are able to demonstrate to our clients the impact of our buildings on organisational and staff productivity, community identity and brand. We are also aware that on occasion, negative findings could be ‘exposed and unearthed’ through our continual evaluation, and therefore we rely on this transparent relationship ensure everyone can benefit.

We see these clients as those with a ‘long term interest’ who intend to retain ownership of a building, including universities, housing associations and public-sector clients, as well as businesses that take seriously an obligation to their staff to provide healthy and fit-forpurpose working environments. Working with forward-thinking clients, we intend to show that BPE as a way to ‘de-risk their next project’, and understand that enhanced building performance could improve their relationship with the building occupier. Through the setting

We are aware that a client may note some potential barriers within our POE programmes, particularly concerning cost and logistical (due to continual visits and evaluations) issues. With regards to cost, we believe that we can demonstrate the value of POE to our clients at an early stage so that they can be planned for in advance. We also depend on our collaborative relationship to negate any issues surrounding logistical and operational issues when continuing our analysis in the years preceding project handover.

4 - Feasibility / Viability Inter[act] will use a high-level viability study before all projects reach the operational stage. It will examine whether the investment by Inter[act] and the client would outweigh the risks and fit into the long-term plan of our business model and finance plan. The level of detail in the feasibility report will depend on the nature, complexity and constraints of the project. The report will become a core input to the projects lifespan (plan) and will be used regularly to evaluate project development. Inter[act]’s business model implements a high risk, high reward strategy; therefore, it is essential to evaluate the project’s potential for success through the feasibility study. Perceived objectivity is an important factor in the credibility of the study for potential investors

PID

In-house External bodies

Stage 0

Post completion

Stage 7

Advanced feasibility

and lending institutions. It will also help identify internal project constraints and external constraints such as; budget, resources, technology, planning; environment, economy, logistics, laws and regulations etc. The importance of the feasibility study is based on Inter[act]s desire to ‘get it right’ before committing resources, time or budget. As potential shared stakeholders it is critical to uncover new ideas or risks that could completely change a project’s scope. Additionally, it improves project team focus and organisation, simultaneously keeping the practice aligned with its wider intention of pursuing the challenges imposed by the housing crisis.

Meera Lad

Feasability

Inter[act] Project Initiation Documentation [PID] As shared stakeholders, the PID is equally important as an internal guide (architect) and for external stakeholders (client). It will define the project scope, management and overall success criteria that the team can go back to during the project. It contains the basic information of the project such as context, scope, team and collaboration. As a business and architectural project, it provides the foundations for the project start-up (and management).

5 - Contracts Why continue to use the standard forms?

with regards to any dispute or claim. With this certainty it becomes a very fair document for all parties involved as it outlines any recourse due to each party in any eventuality. As a consultant and architect, it is vital for us to manage any risks we may incur and as such a contract, such as the JCT contract, is very important to the security of our firm.

It is important for Inter[act] to utilise the standard forms regarding building contracts in as many projects as possible. These documents have been created and amended over many years to ensure that there is no ambiguity in contracts. With such large sums of money at stake then certainty is needed to ensure that there is a legal remedy in place

Carrying out the Works

Key Additions 2.42 - Levels of Service 2.43 - Payment Plans 2.44 - Insurance 2.45 - Length of Time 2.46 - Use of Data

10 Settlements of Disputes

Definition and Interpretation

9 Carrying out the Works

Termination

JCT Standard

Assignments, rights + collateral warranties

JCTAmended BespokeSection

3 Control of the Works

Injury, Damage and Insurance

Payments

6 Variations

Investment Agreement

Investment AgreeKey Additions 5.1 - Investment Amount 5.2 - Investment Type

5.21 - Unit Agreement 5.22 - Shareholder Agreement 5.23 - Joint Venture Agreement 5.24 - Forward Funding Agreement

5.3 - Investment Return 5.4 - Security Package 5.41 - Collateral Warranties 5.42 - Conflict Resolution 5.43 - Insolvency

5.5 - Exit Clauses

Addition of new section to the JCT contract However, with Inter[act]s unique position as both architect and investor we are required to add in an additional section to ensure the protection of our investment and outline the additional rewards we require due to this additional service. This additional section comes after an amendment to section 2

of the JCT contract where we must add in a new work stage for the post-occupancy evaluation service that we offer. Although our new standard contract will be entirely bespoke for Inter[act] it is firmly rooted within the JCT contract to allow us to benefit from their comprehensive sections of terms and protect ourselves from any claims or issues that may arise throughout the building process.

5 - Contracts What will be included in the new section? Our new section, Investment Returns, will be positioned after section 4 â&#x20AC;&#x2DC;Paymentâ&#x20AC;&#x2122; and is there to outline the value of our investment and how we shall see a return on that investment. This, along with matters of security, collateral and insurance, allows us to ensure everything is covered before works begin. It will be broken down into the various types of investments

one can offer on a building development, such as forward funding or joint venture schemes. This allows us to use the same contract for all our projects as it offers us freedom of options. This freedom allows us to offer tailored investment options to reflect the work done on our individual project feasibility and as such maximise our gains from both our time and money.

Traditional Contract

The Employer Investment

The Architect Principal Designer

Design

Main Contractor

Domestic Subcontractors

Effects on our main contracts? Through utilising these changes Inter[act] will have a relevant contract for each of the major contractual arrangements: Traditional, Design and Build, Management, and Construction Management. Traditionally the alterations are simple to make due to the architectâ&#x20AC;&#x2122;s direct contact with the Employer and the fee negotiations are only between two parties. However, due to the contract novation within

Design and Build (and the management contracts) during the latter stages there is no direct contractual link between the executive architect and client. For us to invest our fees into the project a new party (the client) will need to be added to our appointment document and clauses added to ensure all parties our content and there is no conflict of interest between Inter[act] as investors and Inter[act] as architects.

Design + Build Contract

Investors The Employer Employers Consultants Ownership % Silent Partnership

1/3 Fee as Investment

Principal Designer

Consultant Switch Sub-Contractor Fee

Executive Architect

Main Contractor

Artists + Tradesmen

Domestic Subcontractors

6 - Sustainability At Inter[act] we recognise the need for an environmental consideration for those involved in the construction of the built environment as well as for businesses in general. While sustainability is not our primary aim as a business, we understand the need for our architecture practice to provide this service. The awareness of sustainability is increasing significant as clients demand more consideration in this area, we want to stay relevant to the demands of the market. Also, we want to create excellent buildings, and sustainable design is a

for continuous improvement. Inter[act] apply this ethos to our organisation, the services we provide, and the buildings we create. Therefore, our “webs” of sustainability (see diagram) impacts on both our architectural business model, and our development process.

key part.

At Inter[act], we want to promote the holistic approach to sustainability that is integrated as early as possible in the design process. This will be a positive in the long term and not a financial hindrance to our designs.

Sustainable design is a complex and multifaceted problem, our approach to sustainability is not end-game orientated, rather we aim

“Our sustainable ethos aligns with sustainable policies to deliver projects that are:” · · ·

More efficient in the use of resources More socially accountable More attentive to the quality of design of building and the spaces between

buildings · Less damaging to the environment than previous schemes

Our aims can be achieved when sustainability is integrated at every level of design without the need for a technical fix which Halliday and Atkins (2016:16) describe as ‘rarely a sensible, costeffective or environmentally effective option’.

Hugh Gibbs

Sustainability

Employee environmental awareness

Alternative transport

Sustainable Workplace Energy efficient workplace

Sustainability considered at all project stages

Training & CPD Sustainable strategic definition & brief

Development Architectural

BIM & Design Analysis

Sustainable Design Checkpoints

Building Energy Management System

Sustainable Design Framework

Smart Architecture Data

User Feedback

Post Occupancy Evaluation

6 - Sustainability

Stage 0 5 Tasks

Stage 1 2 Tasks

Stage 0

Stage 1

Stage 2

Stage 3

1. Review & learn from previous projects 2. Identify overarching sustainability goals 3. Understand the implications of sustainability to the business model â&#x20AC;&#x201C; benefits, responsibilities, and related issues. 4. Engage stakeholders â&#x20AC;&#x201C; form realistic benefits: environmental, social, financial 5. Create sustainable feasibility studies

1. Establish implications of Sustainability Aspirations to Project Programme, and Project Budget 2. Assemble multidisciplinary team to address sustainability goals

1. Create sustainable strategy, proposed with concept design, that encompasses a fully integrated approach to sustainability. 2. Clear performance targets for sustainability goals

1. Maintain an integrated project team and holistic design approach as a vital requirement to delivering sustainable design

Big Sustainable Impact Small Sustainable Impact

Stage 2 2 Tasks

Stage 3 1 Task

Stage 4 1 Task

Stage 5 2 Tasks

Stage 6 2 Tasks

Stage 7 1 Task

Stage 4

Stage 5

Stage 6

Stage 7

1. Maintain an integrated project team and holistic design approach as a vital requirement to delivering sustainable design

1. Coordination of different trades to main quality and sustainable goals 2. Drive for on-site sustainable construction

1. Commissioning and testing of building services to ensure performance standard 2. Active Building Energy Management System to deliver long term energy performance targets

1. Post Occupancy Evaluation that includes clear sustainable analysis. Research how the building promotes sustainable lifestyles for the users

6 - Sustainability

Future Sustainable Aspirations for Inter[act] Inter[act]’s long term aspirations for sustainability aims to consider the whole lifecycle of the building including end-of-life design. This can be achieved through a number of techniques:

There will be a careful balance between the end-of-life sustainability aims and the client’s aspirations as there is a financial implication to these techniques. However, if user demands and policy for sustainable buildings increases these extra methods will integrate into the standard service at Inter[act].

Sustainable Engagement +

Sustainable Threshold

Through handover, and in-use, the sustainability is considered through the feedback loops which include Post-Occupancy Evaluations, and Building Energy Management Systems. To ensure our buildings are sustainable, the earlier our design process engages in sustainable methodologies the more sustainable our project will be. Sustainability will be fully integrated into our stage of works, an integral part of Stage 0, this is highlighted in the sustainability influence diagram:

Future proofing to extend useful life Flexibility to enable change Design for maintenance Ultimate deconstruction and disposal

Aims and tasks for the whole project team to design and construct sustainably change through the plan of works, please refer to the diagram on the previous page. Earlier stages focus on strategic sustainable planning, engagement of stakeholders, and creating the necessary multidisciplinary team. From the initial site selection to the design stages and onwards, there is a focus on passive design solutions, integrity of materials and products, and life cycle design. During construction the sustainability targets must be met and potentially exceeded while also ensuring an environmentally and socially responsible site.

· · · ·

Sustainable Opportunity

Sustainability & the Plan of Works

Stages Sustainble Engagement This diagram highlights the opportunity to create sustainable buildings compared to at what point it is engaged in the developement process. Our methodologies for sustainability at Inter[act] ensures the earliest possible engagement at Stage 0.

- Planning Legal Conditions

Local Strategies

Top

-d

National Policies

Neighbourhood & local planning Strategic

tt o

-u p

Integrated

Post Occupancy Evaluation

Community Engagement

Local Knowledge

Strategy Inter[act]â&#x20AC;&#x2122;s approach to planning is the integration of policies and development plans from the start of design process combined with strong links through collaboration with the local authority. The planning process within the time scale of a project is usually cumbersome and lengthy, taking 8-13 weeks for a decision from

aligned with community and authority needs. As a practice based in Manchester, Inter[act] will develop close ties with Manchester County Council. The locality of the practice is crucial and will allow us to have an in-depth knowledge of the area in order to create and promote healthy communities through high quality design and

local authorities, lengthening with delays or the need to appeal. Inter[act]â&#x20AC;&#x2122;s strategy aims to quicken this process through the intervention of the Plot Passport, a streamlined programme

community engagement.

7 - Planning Inter[act] will engage with planning through specialist local knowledge, policy knowledge, and connection with the planning authorities. A collaborative approach will determine a strategic brief aiming to fulfil not only the clients needs but also those of the wider community. Policy requirements will be integrated through the design process with our approach increasing the proficiency of the process for the client and providing certainty in achieving planning permission.

of the project. The passport will align with the feasibility study and strategic brief outlining key factors; requirements and constraints, developable footprint, units specification, parameters of the site etc. It also will include a rigid design code, wider community strategy and infrastructure plan of its further impact on the neighbourhood.

Plot Passport

As the project progresses, further submission of detailed drawings will occur as and when produced. These will be fast tracked through the prior work of the project and knowledge due to the earlier collaboration with the local authority. The plot passport therefore concentrates a stronger push of work at an earlier stage of the process which quickens and reduces the local authorities work load at a later stage.

With an established connection with the local council, Inter[act] will look to introduce the Plot Passport. This approach continues to use the same core strategies when tackling planning but increases the efficiency through a simplified process. Each development under Inter[act] will have a plot passport, secured at the start

This passport will be developed in accordance with the local authority and if successful will gain an initial permission for the development.

Lond Term Plan The long term plan of Inter[act] looks to establish a crucial position between statutory and strategic planning. Using our localised knowledge and post occupancy evaluation, our practice will be key in understanding the needs of both the community and authority and would aim to beneficially bridge this in influencing policy. The planning strategy aligns with Inter[act]â&#x20AC;&#x2122;s core ethos of learning from an ongoing feedback loop, planning strengths and weaknesses for every project will be evaluated

Rebecca Rose Planning

and allow us to produce valuable, sustainable schemes for communities. This approach will result in an proactive stance towards planning, involvement in the development of local and neighbourhood plans and will allow us to seek problems and set agendas for cities through our future design.

Plot Passport

8 - BIM Inter[act] identify that at the briefing stage of a project the monitoring of a schemeâ&#x20AC;&#x2122;s performance is paramount to the practiceâ&#x20AC;&#x2122;s progression. There will be an active field of research for both the client and Inter[act]. Through integrating findings from BEMS systems into BIM, we will advance our knowledge and exponentially improve design. Regarding the distribution of work produced utilising BIM, Inter[act] will encourage the client to use an online system such as ACONEX. Doing this will ensure that all the disciples involved within the job have access to the updated,

Principle 7: Use Feedback to Inform Design Client expectations, brief and outcomes should be based on performance data that Inter[act] have collected from previous projects. It is vital that we thoroughly understand our clients throughout the process.

relevant drawings issued. There will be a heavier reliance on this whilst Inter[act] are still establishing themselves as a practice. At this point, we propose to out source subcontractors therefore, with it being online, the likeliness of them not seeing amendments is diminished slightly. It must be clear from the outset that it is their responsibility to regularly check this. It is also a useful tool to manage other disciplines with regards to deadlines as any suggested amendments made are all digital and accessible for everyone to read. It is hoped that using an open, online system such as this will encourage positive relationships across the whole team.

Hannah Gaughan BIM

Principle 8: Focus on Operational Outcomes Performance targets set aearly are reviewed constantly with consistent reality checks / reviews to take place throughout to ensure that detailed design and execution meets the requirements set. Principle 10: Involve the End Users The end users are key as we are focussed on creating quality design to ensure repeat business and to inform future projects. In order to achieve this, we need to listen to the client and ensure they understand the actual needs of the end user. As well as systems such as BEMS, occupant surveys are crucial to grasping their needs as well as their opinions on the outcome. Principle 11: Set Performance Objectives Using POE is important to develop as a practice therefore objectives need to be set early in the project. In conjunction with this, we will use the Soft Landings analysis tool to inform performance targets.

As a practice, we are passionate about evolving and making our work stand the test of time, seeing the advantages in looking further than capital cost. The ‘Soft Landings’ Framework is a method of narrowing the gap between “design, construction, operation, feedback and

into design again”. (Bennetts, 2009). It looks at addressing building energy usage, carbon emissions and the use of POE, being designed to run in conjunction with any procurement route. We will abide by the five stages of application as described in diagram.

Clarify the duties of members of the client, design and building teams during critical stages

INCEPTION & BRIEFING

Involve building users and operators

Help set and manage expectations for performance in use

Greater attention to the procedures established in the briefing stage

DESIGN DEVELOPMENT & REVIEW

Reviewing the likely performance against the expectations of users and building operators

Attention to achieving specific outcomes

Greater involvement of designers, builders, operators and commissioning and controls specialists

PRE HANDOVER Strengthen the operational readiness of the building

Establish a ‘settling in’ period with an on site representative / team

INITIAL AFTERCARE Team to gain knowledge, respond to queries, and react to problems

Focus on periodic monitoring and review of building performance

EXTENDED AFTERCARE POE in years 1 to 3 after handover

9 - Technology & Construction As a start-up company with a unique business strategy, it will be essential to minimise risk by primarily incorporating proven and commonly used technologies and construction techniques within the architectural field. However, as we establish a healthy and consistent profit margin we can afford to experiment with more speculative technologies and advanced elements of computational design.

Feedback Loops We have established that feedback loops are a vital part of our development strategy. Utilising relevant existing technology will play a huge role in streamlining the capture of data. We plan to use existing, fully developed iPad apps to capture pre-occupancy information regarding the ways in which clients currently utilise their spaces (Kilkenny, 2018). Also, we will utilise virtual reality headsets to effectively communicate ideas to stakeholders throughout the design process, thus reducing the divide between the architect and the end user. Existing technology, such as sensory devices for measuring building occupancy and footfall, will link to our BEMS.

Design & Construction Process Inter[act] will place an emphasis on commonly used modular and prefabricated techniques to streamline the design and construction process. Using these factory based assemblies also minimises tolerances which in turn reduces risk and waste (Emmitt, 2012, p.116). Building elements will be designed in a â&#x20AC;&#x153;bottom-up Inter[act]ive processâ&#x20AC;? (Celani, 2018), whereby a

carefully selected contractor and engineers will be involved in decision making at the earliest design stages. We will build an internal catalogue of digitally modelled details and elements which can be used across multiple projects. However, we understand that bespoke detailing can add personality and value to a building (Celani, 2018). Therefore, to avoid an overly homogenous approach, we will decide when to deviate from the standard catalogue based on a cost/benefit analysis. Utilising parametric design will easily enable realistic alterations to forms based on details with real life parameters. This will help to eliminate any possible discrepancies between desired and as built geometry to slimline the design process (Celani, 2018).

- Technology & Construction Long Term Plan

full digital fabrication models to feed into a fully automated in-house fabrication process. This would allow us to generate a truly streamlined, fully in-house process.

As the companyâ&#x20AC;&#x2122;s profit margins increase, we will have the ability to invest in areas which will streamline the construction process. Instead of hiring external contractors to deliver the building, we aim to set up our own in-house contractor. This would effectively pass on the profit previously made by external contractors to ourselves. It would also allow us to deliver our own architectural intent, giving us control over value engineering whilst minimising the risk of information being lost in translation. This will also allow us to fulfil our goal of implementing

A second long-term plan is to invest in speculative and experimental research which contributes towards the advancement of technologies within architecture. The hope is that this research could result in the possibility of patenting new technologies, opening the potential for exponential growth as a company. This long-term plan will help us to accumulate investment in the earlier phases of our practice.

Ensures Client Satisfaction

Low Tolerances = Less Waste

Less Time on Site

Convenient Means of Input

Lessons to be learnt

iPad Apps (To Collect Pre & Post Occ Data)

Relationship with Established Contractor

Pre-Fabricated Construction

Less Risk of Going Bust

Current Tech & Construction Strategy

Automated Data Collection

Ensures Ensures Client Client Satisfaction Satisfaction

Use of VR to Communite Ideas

Sensory Devices For POE Data Collection Modular Elements

Economies of Scale (Large Projects)

Re-use of Elements in Future Projects

Integrated Approach to Design Ensures Client Satisfaction

10 - BEMS “Building Energy Management Systems monitor and control services such as heating, ventilation and air-conditioning, ensuring the building operates at maximum levels of efficiency and removing wasted energy usage and associated costs.“ (Trendcontrols.com: 2018)

BEM Systems

At Inter[act] we use a BEMS system to improve our understanding of how our built projects perform. Understanding we can use to inform and improve our subsequent designs.

Energy Analysis Tool

Data Processed & Organised

Integrate data into REVIT using plug-in

Building operation guide given to client

Feed this data into stage 0-3 for future projects

Utilise BIM for design iterations

Analysing the Data Also, we offer our clients as a continuous service that identifies the inefficiencies of their building and how they can overcome them. This service will have various options on the frequently of advice.

More often than not, energy performance data collected from acquisition systems grow very large in size and is too unstructured to put to immediate beneficial use without some form of

Positives of BEMS -

Greater insight into effective designs Increased energy efficiency from the onset George Early incorporation ensures maximum efficiency Kesek Improved environmental conditions BEMS Improved standards of building functioning Improved fire, security and emergency procedures Improved management of the building reducing future errors

BEM Systems structuring and analysis. Large amounts of data and information are produced at each stage of a building project, all the way through to the buildings end of life. Therefore, as shown in the diagram 004, we will be using energy analysis tools which will gather the data from the BEMS and filter it based on the different types of data we require. The relevant filtered data will then be stored within our in office network so we can access it quickly and distribute it to our clients if they require it at short notice.

the beginning of the project life-cycle. The integration of BEMS data into BIM will manage the large amounts of data received from the system and then provide a platform for the skills of the architects at Inter[act] to propose built solutions where necessary.

BEM System Structure

The Clients

Energy Analysis Tool

Fed to BEMs via a Network

Compiled into a readable document

Network

Sensory Devices to Collect Data

Other

Water

Gas

current gap between design, construction, and post occupancy. This will be done from Stage 1 to influence overall project costs and improve sustainable construction practices right from

App to see Energy Usage and Tips

BEMS

Data Collected

Fuel

We will integrate BEMS with BIM to bridge the

Data Processing / Filtering System

Electric

Integrating the BEMS with BIM

Data Integration

BIM for design iterations

Energy Consumption Plug-In

As technology accelerates, we want to keep our clients up to date and give them the option to upgrade the technology within their buildings to ensure they have the latest mechanical systems to ultimately boost performance and save them money in the long run. We understand that not everyone will understand the data, therefore with that in mind we will translate the collected and filtered data into a readable document for the building occupier. This document will allow us to educate our clients on how they can re-evaluate and re-tune individual systems within their building to their personal requirements. As mentioned previously, our clients will have various options on how often they desire these performance documents.

Strategic Definition General Work stage Outputs go here

Investment / feasibility: Inter[act] invest time into the projects we develop. We will use a high-level viability study before all projects reach the operational stage. It will examine whether the merit of both parties’ investments would outweigh the risks and fit into the long-term plan of our business model and finance plan.

Contracts: It is at this stage that the type of building contract to be used is decided upon and the project team starts to come together. It is vital for us as architects and investors to begin to establish project cost, our total amount invested and how and when we are to receive payments.

Community: As for the community, it be in these early stages where we intend to immerse ourselves in the value we believe they can contribute. We implement the events and strategies discussed previously to access local knowledge and alternative design opinion whilst ensuring a democratic and equal design process.

HFG

Feedback Loops: At this early stage we look to establish the continual feedback system that will be implemented throughout the course of the project and beyond. As we demand a mutual cooperative relationship from our clients (whether they be a repeat client or not), we expect these conversation are not a “sales pitch” but more a ‘team meeting’ to establish a timetable that works best for both parties. Sustainability: Learn lessons from previous projects. Form realistic sustainability goals that deliver benefits (environmental, social, financial) Understand the implications of sustainable design to the business model – benefits, responsibilities, and related issues. BEMS: BEMS data collected from previous projects is utilised as we start to understand how we can apply our findings and results to the current project. For example, our previous projects may influence the initial ideas for structure, materiality costs and general dimensions of

Preparation & Brief General Work stage Outputs go here

Plan of Work

Feasibility/Viability: Evaluate the project’s potential for success through the feasibility study. The importance of the feasibility study is based on Inter[act]s desire to ‘get it right’ before committing resources, time or budget.

Contracts: The contract will be finalised at this stage. Including agreeing Schedule of Services, Design Responsibility Matrix and Information Exchanges and to prepare Project Execution Plan including Technology and Communication Strategies and consideration of Common Standards to be used throughout the project.

BIM: Essential integration of BIM into the development process is established so that Inter[act] can benefit from this use of technology and communication as early as possible.

Technology: Analyse the project brief and the budget in order to consider construction techniques which are suitable. Engage with our contractor at the earliest stages of the project to prevent any disparity in design or construction objectives.

Planning: Concluding feasibility studies aligning with the strategic brief, identifying an early risk assessment for the planning strategy.

HFG

Sustainability: Assemble multidisciplinary team to address sustainability goals. Establish implications of sustainability goals to the Project Programme and Project Budget.

BEMS: The most appropriate BEMS system is proposed with the implications of the management system understood for operational use of the building and its design.

Programme & Resourcing: Project programme is established to account for the scale, scope, and budget of the project, based on previous projects.

Concept Design General Work stage Outputs go here

Plan of Work

Planning: Plot passport implemented with all supporting information for an early planning application to be made at the end of stage 2. Consideration of strategies of appeal or alternative approaches if unsuccessful.

Contracts: General maintenance of contracts to be undertaken throughout, ensuring agree timescales and pay dates are being kept to.

Technology: Review the Inter[Act] Design Catalogue to assess existing modular designs, prefabricated elements and previously used details to assess what can be reused. Undertake a cost/ benefit analysis to understand when is best to deviate from previously used elements. Engage with structural engineers and the contractor to discuss early proposals. Use of renderings and VR headsets will be used to help communicate early ideas to all parties (including the client). Formulate an Outline Specification once ideas have been agreed in principal with the client, contractor and engineers. Sustainability: Sustainable strategy, proposed with concept

HFG design, that encompasses a fully integrated approach to

sustainability. Clear performance targets for sustainability goals.

Marketing: Understanding the market is essential to the value of our projects and design. Ensuring we fulfil the market requirements with the right design ensures our profitability.

Developed Design General Work stage Outputs go here

Planning: Risk assessment of the project how This is the symbol for and the client the risks will be managed. Technical design and fast track submission of fully resolved scheme through the initial Plot Passport submission.Concluding planning conditions prior to work starting on site. Contract: General maintenance of contracts to be Thisensuring is the symbol the contractor undertaken throughout, agreefor timescales and pay dates are being kept to. Technology: Assess the relevance of using parametric design to prevent discrepancies between desired and as-built geometries. Utilise our strong relationship with the contractor to understand the potential for a pre-fabricated/modular system. Make contact with pre-fab manufacturers as appropriate in order to assist with the design, and further our own understanding of the systems. Consider health and safety strategy in relation to the construction process. BEMS: The BEMS system is designed in further detail, concluded with implications for project integrated into the developed design and coordinated with the extended design team. Client Involvement: Key point to engage the client with the design so they fully understand what is going to be built and that they will be happy with the final outcome.

Technical Design General Work stage Outputs go here

Technology: Maintain an integrated approach with the entire design team. Develop details in accordance with the structural design, services strategy and sustainable design.

BEMS: BEMS system is designed in detail, with products specified and systems design is fully integrated within the detailed design of building facilities and servicing.

Sustainability: Maintain an integrated project team and holistic design approach as a vital requirement to delivering sustainable design.

BIM: It is at this stage, that we incorporate our contractors and design teams information into a central building file. However, it should be noted that as we develop and grow thus moving into in-house contractors, this process will naturally be streamlined. This stage also allows us to complete Clash Detection through â&#x20AC;&#x2DC;ReCapâ&#x20AC;&#x2122;.

HFG

Construction General Work stage Outputs go here

Plan of Work

This is the symbol for the client Technology: Aim to involve ourselves in each stage of the construction process in order to ensure quality and learn about the process. Document lessons learnt with a view to our future goal to set up an in-house contractor.

This is the symbol for the contractor

Sustainability: Coordination of different trades to main quality and sustainable goals. Drive for on-site sustainable construction.

BIM: BIM now operates as our archive, allowing us to ensure/control quality within our projects and continue our data collection throughout onsite works.

HFG

Handover & Review General Work stage Outputs go here

Plan of Work

User guide: During the handover process, we ensure that clients, building occupants and facilities management staff have had sufficient training regarding operation of our â&#x20AC;&#x2DC;Building User Guideâ&#x20AC;&#x2122;.

BEMS: Installation of POE devices such as movement and environment sensors. Test all devices accordingly. Monitor information remotely as part of our post-occupancy consultancy service.

Feedback loops: Handover initiates our POE program. We now look to begin collating the information gathered from our BEMS and occupant surveys as part of the wider BPE feedback loops.

Market POE: TO BE COMPLETED

Percentage Profit: TO BE COMPLETED

Contract: Building contract administration to be concluded on the whole. Our bespoke contract will continue into post occupancy due to our additional service.

In Use General Work stage Outputs go here

Technology: Ensure users complete surveys in an mobile app relating to satisfaction with the building.

Sustainability: Post Occupancy Evaluation that includes clear sustainable analysis. Research how the building promotes sustainable lifestyles for the users.

HFG

Community: As part of our continuing BPE and POE feedback, we re-engage with the buildings surrounding community, not only to access additional occupancy satisfaction feedback, but to understand the potential lessons to take forward into future projects within the community. Data collection and POE strategies continue.

This is our

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